Measuring Job Performance through Leadership with the Mediating Effect of Emotional Intelligence
The aim of this study is to measure the effect of leadership on job performance through the mediating role of emotional intelligence. Primary data were collected from 530 Pakistani private hospital employees. Structured questionnaire was used to collect the data. SMART PLS 4.0 software was used to draw the results from the data. Statistical techniques like, bootstrapping through process were used to explore the results and to test the hypotheses from the collected data. The results of this study revealed that leadership has a positive impact on job performance of employees in private hospitals of Pakistan. Further, bootstrapping analysis revealed that emotional intelligence mediates the positive effect of leadership on job performance in health sector. The study highlights that leadership is not only effective or applicable in western countries only, but it is also very effective in Pakistan. The most prominent limitation of this study is that the data were gathered from a single source. This may occur common method variance. Cross-sectional approach is also one of the limitations of this study. In health sector, leadership can enhance the job performance of the employees through the mediating role of emotional intelligence. Proper and meaningful training should be given to organizational leaders in hospitals with specific focus on leadership skills in improving emotional intelligence and job performance. The research studies on measuring the role of leadership on job performance through the mediating role of emotional intelligence are very limited. Little investigations are available on the leadership and its role in health sector especially in Pakistan. This study clarifies the role of leadership in enhancing job performance of the health care employees through the existence of the emotional intelligence. No study tested this model with three theories. This study makes a theoretical contribution by integrating three relevant theories; Campbell's theory of job performance, Goleman's mixed model theory, leadership theory.