Respect as a Mediator Between Emotional Intelligence and Job Performance

Abstract

People with high levels of emotional intelligence are more driven to complete tasks, have a favourable impact on their team, and play an important part in determining performance. Low emotional intelligence, leads to inefficiency, tension, and conflict. As a result, the capacity to recognise and assess emotion can be useful for interpersonal and workplace behaviour. Meanwhile, studies on organisational respect identified respect as a relational phenomena with an individualistic perspective. Furthermore, mutual recognition respect is an essential form of respect in the workplace; it fosters sentiments such as appreciation for people endowed with a specific level of quality or the display of reverence for established institutional authorities. It is about what is owed or earned, as well as the psychological evolution of the connection, such as how leaders acquire followers' respect by treating people fairly and morally. However, previous research did not address the significance of mutuality. Mutuality refers to the concept of two or more interdependent parties having common interests while acknowledging that they have other possibly conflicting interests.  Thus, in an organisation, mutuality norms presuppose that both leaders and followers acknowledge the ongoing significance of maintaining the relationship in order to accomplish common objectives. This article investigates the influence of mutual recognition respect on the relationship between emotional intelligence and job performance, with a specific focus on the Malaysian public sector as the research context.