How Does the Emotional Intelligence of Project Managers Affect Employees’ Innovative Behaviors and Job Performance? The Moderating Role of Social Network Structure Hole

Abstract

This study applies affective events theory (AET) and resource dependence theory to introduce the moderating variable social network structure hole; a theoretical model is applied to better understand construction project managers’ emotional intelligence (EI), the innovative behavior of employees, and job performance. A questionnaire survey was conducted with Chinese construction project managers and their employees, with 169 valid questionnaires analyzed using structural equation modeling. The results show that (a) managers with high EI have more potential to make use of structural holes; (b) managers with high EI can stimulate employees’ innovative behavior, thus improving employees’ job performance; (c) structural holes can enhance the relationship between managers’ EI and employees’ innovative behavior and strengthen the relationship between EI and employees’ job performance. Using the lens of AET, this study examines the influencing path of managers’ EI on employees’ job performance from two aspects: emotion-driven behavior and judgment-driven behavior. The study also discusses the moderating mechanism of social network structure hole. The conclusion may help project managers better understand and make use of the influence of social network structure holes.