Influence of Leadership, Social Support, and Emotional Intelligence on Job Performance among Public Service Middle Managers: Insights from Malaysia
DOI:
https://doi.org/10.56532/mjbem.v4i2.116Keywords:
Emotional intelligence, job performance, middle manager, social support, transformational leadershipAbstract
This study specifically aimed to determine predictors of job performance among middle managers in Malaysian Public Service (MPS) organizations supported by Job Demand Resource (JD-R) and Conservation of Resources (COR) theories. In this study, the researcher focuses on job resource factors (transformational leadership and social support) and personal resource factors (emotional intelligence) as job performance predictors. Using a descriptive and correlational design, 316 middle managers in Putrajaya participated via a self-administered questionnaire. Based on descriptive analysis, it was found that transformational leadership, social support, and emotional intelligence were positively and significantly related to job performance. However, only transformational leadership and emotional intelligence recorded to significantly influence job performance among middle managers in the public sector. The study implies that employees' high emotional intelligence and under transformative leadership could enhance their job performance.
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