Organizations have members whose behaviors range from doing the least possible to maintain membership, to those who go the ‘extra mile’ and discretionarily engage in positive job-related behaviors. These discretionary behaviors are beyond the job description and are not recognized by the formal reward system. Extra mile employees are important because this extra-role behavior increases organizational performance and success: also there is no direct cost associated with these desirable actions. Teachers who discretionarily go the extra mile for students, peers, and the university can make a great impact on lives and the organization. An important question is what causes certain individuals to go engage in extra-role behaviors. Possibly, individuals with high emotional intelligence are more prone to discretionary behavior. Using a sample of university professors, this study investigates the relationship between positive discretionary behavior and emotional intelligence. The relationship between the dimensions of emotional intelligence and positive discretionary citizenship behaviors has not previously been explored. The four branch ability model of Mayer and Salovey (1997) was used to assess emotional intelligence. The data were analyzed with correlation analysis and hierarchical multiple regressions. Overall results provide strong support for the idea that emotional intelligence is linked to discretionary organizational behavior, and identified differential relationships between the four emotional intelligence dimensions and discretionary behavior.
|Keywords:||Emotional Intelligence, Discretionary Behavior, Organizational Citizenship Behavior, Four Branch EI Model|
Professor, College of Nursing, University of South Alabama, Mobile, AL, USA
Department Chair, Mitchell College of Business, University of South Alabama, Mobile, AL, USA
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