ISSN 2277- 5846

The International Journal Of Management

THE INTERNATIONAL JOURNAL OF MANAGEMENT

Impact of Emotional Intelligence on Turnover Intention, Job

Performance and Organizational Citizenship Behavior with
Mediating Role of Political Skill
Fahid Riaz
Riphah International University, Islamabad, Pakistan
Shahzad Naeem
Riphah International University, Islamabad, Pakistan
Benish Khanzada
Faculty, Quetta Institute of Medical Sciences, National University of Medical Sciences, Pakistan
Kamran Butt
Riphah International University, Islamabad, Pakistan

Abstract:
The purpose behind this article is to investigate the relationship between emotional intelligence (EI), turnover intention, job
performance and organizational citizenship behavior with mediator effects of political skill. Data was collected through a
quantitative survey methodology from sample of 263 employees; data was analyzed using hierarchical regression model. EI
was found a significant positive relationship with political skill, job performance and organizational citizenship behavior.
However, the results of turnover intention were found to against the both hypothesis where EI was positively related to TI
directly as well as through mediation. Furthermore political skill was found as a mediator between EI, TI, JP and OCB. EI
training can be a powerful predictor for organizations and managers to enhance job performance and organizational
citizenship behavior. This study extends the scope of EI and political skill through a significant positive relationship which can
be viewed at work arena. This research also found political skill to be a mediator in the relationship between EI, turnover
intention, job performance and organizational citizenship behavior.
Keywords: Emotional intelligence, Political skill, Turnover intention, Job performance, Organizational citizenship behavior

1.Introduction
According to the research of past two decades emotional intelligence has become a great area of interest. Emotional
intelligence is considered most important competency of an employee for organization. Firstly the concept of emotional
intelligence was introduced by Salovey and Mayer in 1990. Emotional intelligence is an ability of monitoring and
discriminating the emotions of one’s own and others for the purpose of use information to guide thinking and action.
Researchers from different fields had tested emotional intelligence with number of variables (i.e. academic achievement,
leadership styles, social support, physical and mental health etc.). EI is also tested as leadership quality, Zhou and George
(2003) explained the emotional intelligence as a leadership quality which promotes and enables follower’s creativity, leaders
with higher level of EI have ability to encourage, support and awaken creativity between the employees of an organization.
Similarly employees with higher level of emotional intelligence abilities have greater chance to gain success than the people
with lower level of emotional intelligence competencies (Anari, 2012). Few studies tested the EI and political skills
simultaneously and result showed that these are fundamental antecedents for the success in organizational politics
(Mintzberg, 1983; Pfeffer, 1981). Politics plays a very important role in the success of organization as well as employee

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performance at work arena. EI and political skill are interlinked with each other because people with high level of emotional
intelligence have better understanding and abilities regarding political skill. But mostly studies on these two variables try to
find out the distinguished between EI and political skills and did not clarify the relationship between these two variables. It is
a crucial need to determine the relationship between EI and political skill which can broaden the body of knowledge about EI
and political skill. It also can provide better understanding about the nature of both EI and political skill. Ferries et al. (2005)
tested and found positive relationship between these two variables. But he studied these variables on undergraduate students.
Thus, there is needed to check how EI relates to political skills at work place. Meisler, (2014) explored the relationship
between EI, political skills and job satisfaction. And he found that EI is positively related to political skill and job satisfaction.
He also found that political skill mediates the relationship between EI and job satisfaction. Meisler, (2014) tested EI and
political skill with only one employee’s outcome which is not enough to examine the consequences of EI and political skill
which can significantly affect employee’s performance and action at work arena. To the extent of my knowledge and review of
literature emphasis that EI and political skill are still needed to check with others outcomes of employees at work arena which
can meaningfully enhance the body of literature. Furthermore, this study tests the relationship of EI with the turnover
intention, job performance and organizational citizenship behavior with the mediating role of political skill. The goal of this
study is to extend the knowledge about emotional intelligence and the responses of employees who has high level of emotional
intelligence at work arena. This study seeks the answer of following research questions:
1. Is there any significant relationship between emotional intelligence and turnover intention, job performance and
organizational citizenship behavior?
2. Is there any significant relationship between political skill and turnover intention, job performance and organizational
citizenship behavior?
This study is contrast with previous research. Mostly researcher explored direct effect of political skill (Bing et al.,
2011), or its moderating effects (Blickle et al., 2010; Brouer et al., 2009) this study will broaden the body of knowledge through
which the effects of political skill can be examined easily at work arena.

2.Literature Review

2.1.Emotional Intelligence
EI has gain intensive attention of researchers from different fields. Concept of EI is derived from the concept of social
intelligence which was described by Thorndike in 1920, who defined social intelligence “the ability to understand and manage
men and women, boys and girls to act wisely in human relation.” Number of scholars has proposed many definitions of this
concept, Wong and Law described four components of EI: self-emotion appraisal, others emotion appraisal, regulation of
emotion and use of emotion (Law et al., 2004; Wong and Law, 2002). Other scholars, including Bar On (1997) and Goleman
(1995), have derived alternative models of EI; these models define in the sense of personality factors and traits (assertiveness
and motivation). Mayer and Salovey criticized to the trait model and argued that talent and trait must be separate from EI.
Trait is a characteristic of personality or way of behaving whereas talent can be defined as a nonintellectual ability. Mayer et
al., (1999, 2004a) suggested a mix model. These all model have a lot of critics, For example overlapping in measures of EI
personality trait’s measures (Davies et al., 2008). In the view of these responses of criticism validity is established of Mayer
and Salovey’s model (Ciarrochi et al,. 2000; Mayer, 2001; Mayer et al., 1999, 2004a, b) two scholars invented the concept and
defined as “the ability to perceive accurately, appraise, and express emotions; the ability to access and/or generate feelings
when they facilitate thought; the ability to understand emotions and emotional knowledge; and the ability to regulate
emotions to promote emotional and intellectual growth” (Mayer and Salovey, 1997). Mayer and Salovey (1997) EI concept
includes two component, intelligence and emotions psychologist made a three part division of mind (i.e. cognition, affect and
motivation) intelligent belong to cognition and emotion belong to affect sphere. Motivation is third part which encourages
towards learning goal achieving behavior. In this way ability model focuses on cognitive abilities and emotions. Gadot and
Meisler (2010) argued there is a consensus about emotional intelligence that it is an ability to establish accurate reasoning of
emotions, ability to enhance thought through proper utilization of emotions, feelings and emotional knowledge. Gadot and
Meisler (2010) emotional intelligence include two concepts (i.e intelligence and emotion) intelligence is relates to the ability to
understand information and emotion involves to a coordinated behavior towards environment. Importance of EI in human
lives has succeeded to get attention of researcher from different fields. EI plays a very vital role at work arena which forced
researcher to explore EI at workplace. For Example, researchers tested the relationship between EI and other employee’s
work attitudes or behaviors including emotional commitment, job satisfaction and turnover intentions (Carmeli, 2003; Jordan
and Troth, 2011; Vigoda-Gadot and Meisler, 2010). The emotional intelligence helps employees to get optimistic results when
they encounter with a situation of stress (Tsarenko and Strizhakova, 2013).

2.2.Integration of EI and Political skill

A common statement is found amongst the number of academicians that organizations are political arena by
inherently. Pfeffer (1981) made one of the first attempts to use political skill inventory, he discussed political skill and
suggested that it is required to be successful, moreover he referred that political skill needed to explore further for the better
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understanding of concept. Mintzberg (1983) described political skill as an important set of abilities which helps to build
interpersonal relationship in organization. After two decades, Ferris et al. (2005) conceptualized the term and defined as “the
ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance
one’s personal and/or organizational objectives”. Political skill involves four dimensions: apparent sincerity, social astuteness,
networking ability and interpersonal influence (Ferris et al., 2005, 2007). Politically skilled persons are found very talented in
perceiving and reading others thoughts emotions and accessing their needs (Solga et al., 2015). Political skill is a set of
competency which helps to understand others attitude and behavior at workplace which provide information regarding the
potential level of coworkers after getting the proper knowledge about others an politically skilled individual can lead others
towards the desired goal by using the political knowledge such a way which enhances objectives. Ferris et al. (2005) politically
intelligent individual have an ability to attract others easily through calm self-confidence and a tactic of personal security.
Employees with strong skills of politics know how to use the influential tactics in any situation for the purpose of successfully
influence others (Ferris et al. 2007). Political skilled persons understand social situation and have capacity to adjust
themselves to gain demands and changing needs such a way that inspires confidence and trust, in this way they can effectively
influence and control others (Ferris et al., 2007). Gadot and Meisler (2010) a rife race of continuous clashes, power struggles
and influence tactics between the stakeholders of the organization. Organizational politics is a struggle for significant interests
for the purpose of influencing decision making process due to different reasons and interests. Higher level of EI is positively
correlated with organizational politics (Goleman, 1995). Emotionally intelligent employees can easily understand others
through the proper and accurate appraisal of emotions, EI also have ability to regulate emotions such a way that can positively
attract others at workplace. Ferris et al. (2005) suggested that EI is a different concept from political skill; he found a positive
correlation between these two constructs but he studied the variables over the undergraduate students, there was still need
exist to explore these to variable on workplace. To fulfill this research gap Meisler (2014) conducted study over the financial
organization’s employees with the sample of 368 of total population and he found a positive relationship between EI and
political skill. But he tested these variables with only one employee’s outcome (i.e. job satisfaction). Our study will explore
some others employee’s outcome at workplace.
H1. EI has significant positive correlation with political skill

2.3.Integration of EI and Turnover Intention

Turnover intention has become a one of common problem for almost every organization. It is matter of great concern
because with the intention of quit no one can perform one’s best for the organization. Employees who have intention to quit
are less likely to commit to perform their best for the organization (Yun, Hwang & Lynch, 2015). Turnover intention is a state
when an employee has a plan to leave the organization or organization has a plan to remove the employee, turnover intension
leads to actual turnover. In this way, there are two types of turnover (i.e. voluntary turnover or involuntary turnover).
Voluntary turnover is a negative indicator for the success of an organization (Glebbeck & Bax 2004; Griffeth & Hom 2001).
Often key persons who play a role of back bone in the progress of an organization also have an intention to quit which can be
more danger for the betterment of the organization because with an intention to leave, they will definitely leave when they
look a little bit charm from anywhere else. It is possible that they will not think about their present organization or lose of
organization which it has to face in the response of quitting. Numbers of researchers have conducted study to understand the
nature of turnover intention for the purpose to retain the key persons and increase the affectivity of organization (Hom et al.,
2012). Rapid change in technology and environment can be cause of turnover intention. Previous research shows that due to
rapid changes, employees have to face uncertainty which turns into the turnover intention (Rafferty and Griffin 2006). There
can be many others factor behind the turnover intention or actual turnover. As literature reveals, Precursor s of turnover can
be stress, culture, interpersonal relationship, time consideration and individual differences etc. (Holtom et al., 2008). Mobley
(1977) intention to leave in the next logical step after experiencing dissatisfaction, it can be the precursor of actual quitting.
Mobley (1977) proposed a model of turnover intention, he proposed ten steps of withdrawal decision process (i.e. evaluation
of existing job, experienced job satisfaction of dissatisfaction, thinking of quitting, evaluation of expected utility of search and
cost of quitting, intention to search of alternatives, searching for alternatives, comparison of alternatives with present job,
intension to quit /stay, quit/stay. Emotionally intelligent employees not only have less intention to quit but also help others to
decrease frustration and stress at workplace. A positive emotional attitude will get a positive affection for job as well as
organization. Wong and Law (2002) a noble and optimistic experience of job and positive emotions will make employees
more committed towards organization and create less intention to turnover. Satisfaction level of emotional intelligent
employees will be high who have continues experience of positive feelings and mood as compared to those employees who
have experience of depression, anger and disappointment (Carmeli, 2003). Emotion is the key predictor of turnover intension
which leads towards actual turnover. Emotionally intelligent employees have better understanding of negative emotions; they
know very well how to avoid from them and how to make necessary adaptation to minimize the feeling of frustration (Carmeli,
2003). In the light of previous study and argumentation, it easy to hypothesize:
H2. EI has a significant negative correlation with turnover intention.

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2.4.Integration of EI and job performance

Job performance is a set of work related activities which is expected to perform an employee. Performance provides
knowledge whether an employee perform his/her duty well or not. Academically job performance is studied as a part of
organizational and industrial psychology. Thorndike, (1913) job performance measures an individual performance through
the comparison between actual outcome and defined goal. It is a measurement which describes that how an employee
performs his/her assigned task using techniques, time and relations with others (Hall and Goodale, 1986). There are two
dimensions of job performance (i.e. task performance and interpersonal facilitation). Task performance is concern about the
job of an employee and abilities to meet the assigned task, and interpersonal facilitation discusses the interpersonal behavior
of an individual (Van Scotter and Motowidlo 1996). Employees with low level of interpersonal facilitation damage the
relationship and moral of employees (Wyland et al., 2013). EI intelligence is a better predictor of best performance. Mayer and
Salovey (1997) intelligence is an achievement which you have done and competence is a comparison of achievement with a
defined standard. Numbers of studies showed that EI has positively correlated with job performance. For example Ali, Garner
and Magadley (2011) tested the relationship between EI and job performance over the population of 310 police officers within
Abu Dhabi police department, he found EI is positively correlated with job performance. Carmeli and Josman (2006) found
that EI is positively related with job performance. Cohen and Abedallah (2014) also found a positive relationship between EI
and job performance. An employee must be capable to understand and manage self as well as others emotions to facilitate the
interaction among the employees, which is quiet essential for batter job performance (Cohen & Abedallah, 2014). According to
cascade model, Joseph and Newman (2010) suggested that EI is significantly positively correlated with job performance.
O’Boyle et al. (2011) also argued that EI is significantly and positively related to job performance. This is another meta-
analysis which provides strong evidence of positive relationship between EI and job performance. Literature and logical
argumentation clear the relationship between EI and job performance.
H3. EI has a significant positive correlation with job performance

2.5.Integration of EI and OCB

OCB is a set of such kind activities which is performed by an employees within the organization but not can be found
in written form as an employment agreement, employees perform these activities voluntarily which are considered very
important for the effectiveness of the organization (Iaffaldano and Muchinsky, 1985; Konovsky and Organ, 1996; Organ, 1988;
Smith et al., 1983; Organ and Ryan, 1995). Bateman and Organ (1983) proposed organizational citizenship behavior at first
time. Organ (1988) defined the term as “Individual behavior that is discretionary, not directly or explicitly recognized by the
formal reward system, and that in the aggregate promotes the effective functioning of the organization”. Smith, organ and Near
(1983) described two dimensions of OCB; altruism and general compliance. Organ (1988) repurposed OCB model, he
deconstructed the general compliance concept and made an addition in the shape of dimensions and this resulted a five
dimensional model (i.e. civic virtue, courtesy, altruism, sportsmanship and conscientiousness). OCB has numerous positive
outcomes which contribute positively in the betterment of an organization. OCB comes from supportive organizational
environment and positive job attitude which leverages the positive environmental consequences which helps the organization
to restrain and attract competent employees (Organ, 1988; Organ et al., 2006; Becton et al., 2008). Emotionally well-equipped
employees have a better understanding of others emotion and feelings, if they feel that their coworker is frustrated they
hopefully offer help or encouragement. Emotionally intelligent individuals can easily handle the critical emotional situation
such a way that is not specified in their job description, contract agreement or organization’s roles (Cohen and Abedallah,
2014). Employees with high level on EI also have empathy towards the organization which encourages them to act in a way
which can be beneficial for the organization (Cohen and Abedallah, 2014). EI is a predictor to enhance the altruistic behavior
which helps an individual to transform easily from negative emotions to positive emotions and people with positive emotions
are more likely to help others (Carmeli and Josman, 2006). People in good and positive mood can more active to build social
network and social activities at work arena which are quiet helpful for others. Previous research and logical argumentation
show a clear relationship between EI and OCB.
H4. EI has a significant positive relationship with OCB

2.6.Mediation role of Political Skill

As discussed earlier, EI and political skill are interlinked with each other because people with high level of emotional
intelligence have better understanding and abilities regarding political skill. Previous research suggests the political skills not
only directly related with work outcome but also mediates the correlation between precursors and outcomes of work. Testing
the direct relationship of EI with workplace outcomes will be a simplification of study, such a relationship must have a
mediator or moderator which can meaningfully enhance the body of knowledge. Some recent studies suggested several
mediator between the relationship of EI and work outcomes (Kafetsios and Zampetakis, 2008; Vigoda-Gadot and Meisler,
2010; Jordan and Troth, 2011). Few studies tested and argued that an intervening variable can mediate the correlation
amongst EI and workplace outcomes (Mikolajczak et al., 2007; Petrides and Furnham, 2006). In this study I considered
political skill as a mediator between the relationship of EI and workplace outcomes (i.e. turnover intention, job performance
and OCB). Evidence and previous study show that EI in positively related with political skill, higher level of EI predicts higher
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level of political skill. According to the ability model, a significant relationship among two variables shows that these two will
tend rise and fall simultaneously (Mayer and Salovey, 1997). Keeping in mind H1 EI has significant positive correlation with
political skill and H2. EI has a significant negative correlation with turnover intention. We can assume the mediation role of
political skill between EI and turnover intension.
H5. Political skill mediates the relationship between EI and turnover intension
Ferris et al., (2005) found that political skill inventory significantly related with emotional intelligence and self-
monitoring. “One of the biggest mistakes people make is thinking that good job performance or accomplishment is sufficient to
acquire power” (Pfeffer, 2010b: 21). Politically skilled individuals have ability to control and secure information as well as
resources, in this way they can obtain powerful position in an organization (Pfeffer’s 2010a, 2010b). Political skilled
individuals found high in job performance amongst the managers of financial service organizations (Ferris et al., 2007). Social
astuteness, networking ability and interpersonal influence mediate the relationship among the proactive personality and both
in role performance and altruism (Shi, Chen and Zhou, 2010). Political skill described as a strongest positive predictor for the
managerial job amongst the managers of motor manufacturing companies (Semadar, Robins, and Ferris, 2006). It is necessary
for better performance to have access and critical information regarding rare resources of the company. Political skilled
persons have a plus point to collect this kind of information because they spend time in social activities as well as building a
strong social network which provide easy access to critical information (Ferris et al., 2007). Political skilled employees have
ability to secure and gather things which are needed to perform a job through networking activities and to attract others than
the other employees (Ferris et al., 2007). Political skill and its impact on job performance has gain great deal of attention from
researchers (e.g., Kolodinsky, Treadway, & Ferris, 2007; Treadway, Ferris, Duke, Adams, & Thatcher, 2007; Semadar et al.,
2006), but mostly researcher assumed that to perform high is an ultimate objective of the employees. They ignored that there
can be many objectives behind the elevated job performance. Some employees perform high to acquire resources; some
intends to get reputation amongst the employees, power and promotion. Above mentioned research discusses the role of
political skill for job performance (Treadway et al., 2013). Keep in the mind H3 and in the light of literature review we can
assume mediation role of political skill between EI and job performance.
H6. Political skill mediates the relationship between EI and job performance
Documented evidences show that PS has favorable myriad effect on work outcomes. Employee’s political skills not
only help in developing better relationship at the workplace but also integer OCB Li and Kong (2015). Political skilled persons
have a good interaction with others which is cause of their good behavior. Political skill plays a facilitating role for
effectiveness of behavior (Kolodinsky et al. and Harris et al. 2007). Positive emotions and behavior leads an employee towards
the OCB. Political skilled persons can easily make friendship and build strong relationship with their peers (Treadway et al.,
2013). This statement argues that political skilled person can make a good social network which promotes his/her positive
emotions towards organization and employees. Ferris et al. (2009) tested the moderation role of PS between chronic pain at
workplace and both OCB and job satisfaction and argued that PS moderate the relationship between chronic pain and both job
satisfaction and OCB. People with lower level of PS reports less participation in OCB than an employee with a higher level of
PS. Political skilled persons understand social situation and have capacity to adjust themselves to gain demands and changing
needs such a way that inspires confidence and trust, in this way they can effectively influence and control others (Ferris et al.,
2007). Li and Kong (2015) suggested that political skill has significant importance not only building relationship with leaders
but also prove quite helpful for enhancing OCB. According to the ability model, a significant relationship among two variables
shows that these two will tend rise and fall simultaneously (Mayer and Salovey, 1997). With the help of this statement and
keeping in mind H4. We can assume mediation role of political skill between EI and OCB.
H7.Political skill mediates the relationship between EI and OCB

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Figure 1

3.Methodology
The sample was consisted on a population of telecom sector of Pakistan. The research gained access to sample
through the professional as well as personal contacts of author with respondents. Data of all variables was collected through
self-report questionnaire except job performance which was measured through supervisory rating. A cover letter was also
attached with the questionnaire to explain the scope and purpose of the research. Respondents were assured a strict
anonymity and their participation was fully voluntarily. Total three hundred questionnaires were distributed amongst the
employees of telecom sector. Out of three hundreds two hundred and sixty three useable questionnaires were collected back
with a return rate of 87.6 percent. The respondents were from variety of departments (human resources, technical, marketing,
finance, etc.). Combination of job title of respondents was executive, technician, manager and general manager. Major part of
the respondents (58.9%) was occupied on executive/technician position, (38%) was on the position of assistant
manager/manager, (1.9%) was occupied on general manager’s designation and (0.38%) was HOD/Director. Total of
respondents, 69.21% were males and 30.79% females. Age range of respondents was 20 to 60 years (s.d. =.628)

4.Measures

4.1.Emotional Intelligence
The 16 items measure developed by Wong and Law (2002) was used to measure the nature of emotional intelligence.
Responses were on a 5-point Likert-type scale (1 = strongly disagree, 5 = strongly agree). The obtained Items for emotional
intelligence include. “I have a good sense of why I have certain feelings most of the time.” and “I have good understanding of
my own emotions”.

4.2.Political Skill
The 8 items measure developed by (Ferris et al. 2005) was used to evaluate the nature of Political Skill. Responses
were on a 5-point Likert-type scale (1 = strongly disagree, 5 = strongly agree). The obtained Items for political skill include. “I
spend a lot of time and effort at work networking with others” and “At work, I know a lot of important people and I am well
connected”.

4.3.Turnover Intention
The 3 items scale developed by Michigan Organizational Assessment (1979) was used to measure turnover intention.
Responses were on a 5-point Likert-type scale (1 = strongly disagree, 5 = strongly agree). The obtained Items for turnover
intention include. “How likely is it that you will actively look for a new job in the next year?” and “I often think about quitting”.

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4.4.Job Performance
The 12 items measure constructed by Motowidlo and Van Scotter’s (1994) was used to measure the nature of
performance. Responses were on a 5-point Likert-type scale (1 = strongly disagree, 5 = strongly agree). The obtained Items for
job performance include. “Perform at a level much higher than coworkers” and “Produce a large amount of work”.

4.5.Organizational Citizenship Behavior

The 16 items scale developed by Podsakoff et al. (1990) was used to measure the nature of organizational citizenship
behavior. Responses were on a 5-point Likert-type scale (1 = strongly disagree, 5 = strongly agree). The obtained Items for
organizational citizenship behavior include. “I willingly give of my time to help others out whom have work-related Problems”
and “I am willing to take time out of my busy schedule to help with recruiting or training new employees”.

5.Results
Table 1 shows the mean of variables, standard deviation, reliability and correlation among the studied variables. All
correlations are significant at p<.01. The mean of EI is 3.62 and the mean of PS is 3.22, the correlation between these two
variables is .496, the mean of TI is 3.50 and the correlation between EI and TI is .537, the mean of JP is 2.83and the correlation
between EI and JP is .456, the mean of OCB is 3.89 and the correlation between EI and OCB is .629. The correlation between PS
and TI is .531, the correlation between PS and JP is .507, the correlation between PS and OCB is .617.

5.1.Regression Analysis
In table 2 hierarchal regression analyses performed to test all hypotheses. Some demographic variables showed a
significant impact on studied variables. Gender showed significant impact on PS, TI and JP whereas education showed a
significant impact on PS, TI and OCB. To accomplish accurate results both demographic variables entered as control variables
accordingly. H1 predicted that EI has significant positive correlation with political skill is supported by results (B=.659,
p<.001). H2 predicted that EI has a significant negative correlation with turnover intention which is not supported by results
(B=1.050, p<.001). H3 predicted that EI has a significant positive correlation with job performance is supported by results
(B=.812, p<.001). H4 predicted that EI has a significant positive relationship with OCB which is supported by results (B=.633,
p<.001). H5 predicted that Political skill mediates the relationship between EI and turnover intension which is not supported
by results (B=.767, p<.001). H6 predicted that Political skill mediates the relationship between EI and job performance
(B=.637, p<.001). H7 predicted that Political skill mediates the relationship between EI and OCB is supported by results
(B=.454, p<.001).

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Variables Mean Std. 1 2 3 4 5 6 7 8 9 10

Deviation
1. Gender 1.29 .454 1

2. Age 1.41 .628 -.119 1

3. Experience 1.17 .484 .017 .712* 1

*

4. Job Title 1.44 .555 .617** .101 .232** 1

5. Education 1.69 .547 -.297** .115 .101 -.090 1

6. Emotional 3.62 .542 .249** .077 .108 .101 -.137* 1(.744)

Intelligence
7. Political Skills 3.22 .744 .160** -.064 -.017 .084 -.200** .496** 1(.71
9)
8.Turnover 3.50 1.11 .190** .000 .067 .111 -.122* .537** .531* 1(.711)
Intention *

9. Job 2.83 .952 .130* .070 .076 .098 -.069 .465** .507* .480** 1(.848)
Performance *

10. Organizationa 3.89 .568 .118 -.001 .040 .026 -.219** .629** .617* .623** .573** 1(.709)
l Citizenship *

Behavior
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 1: Descriptive Statistics and Correlation
Alpha Reliability of each variable is shown in parenthesis ().
Total sample size, n=263

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Predictors (Mediator) PS (DV1) TI (DV2) JP (DV3) OCB

Β R2 ∆R2 Β R2 ∆R2 β R2 ∆R2 β R2 ∆R2

Main Effect: (EI)

Step I:
Control Variables .051 .041 .017 .048
Step II:
EI .659*** .256 .213*** 1.050*** (ns) .286 .245*** .812*** .216 .199*** .633*** .407 .359**
*
Mediation : PS

Step 1:
Control Variables .041 .017 .048

Step II:
PS (Mediation 1) .767*** .294 ,293*** .637*** .259 .242*** .454*** .392 .344**
*
Step III:

EI .703*** .379 .085*** .498*** .316 .058*** .435*** .522 .130**

*
Table 2: Hierarchical / Mediation Regression Analysis
* p ≤ 0.05, ** p ≤ 0.01, *** p ≤ 0.000
EI=Emotional Intelligence, PS=Political Skill, TI=Turnover Intention, JP=Job Performance and OCB=Organizational Citizenship Behavior
Control Variables for PS are gender and education
Control Variables for TI are gender and education
Control Variable for JP is gender, Control Variable for OCB is education

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6.Discussion
According to the research of past two decades emotional intelligence has become a great area of interest. Emotional
intelligence is considered most important competency of an employee for organization. Researchers from different fields had
tested emotional intelligence with number of variables (i.e. academic achievement, leadership styles, social support, physical
and mental health etc.). . EI and political skill are interlinked with each other because people with high level of emotional
intelligence have better understanding and abilities regarding political skill. Ferries et al. (2005) tested and found positive
relationship between these two variables. Meisler, (2014) explored the relationship between EI, political skills and job
satisfaction. And he found that EI is positively related to political skill and job satisfaction. He also found that political skill
mediates the relationship between EI and job satisfaction. Meisler, (2014) tested EI and political skill with only one employee’s
outcome which is not enough to examine the consequences of EI and political skill which can significantly affect employee’s
performance and action at work arena. To enhance the understanding regarding these two construct I conduct this study to
test the relationship of EI with the turnover intention, job performance and organizational citizenship behavior with the
mediator role of political skill.
This study hypothesized that EI has significant positive correlation with political skill which was clearly supported by
results. These findings provide significant support to the idea of relationship between EI and PS. Literature also shows a
significant positive relationship between these two variables. Higher level of EI is positively related with organizational
politics (Goleman, 1995). Meisler (2014) also found a positive relationship between EI and political skill. Emotionally
intelligent employees can easily understand others through the proper and accurate appraisal of emotions, EI also have ability
to regulate emotions such a way that can positively attract others at workplace.
Integration of EI and turnover intention hypothesized that EI has a significant negative correlation with turnover
intention but interestingly contrary to this assumptions results did not support the hypothesis and showed that EI has a
significant positive correlation with turnover intention. Abbas, Raja, Darr and Bouckenooghe (2012) explored relationship
between psychological capital and turnover intention, unexpectedly results countered with the hypothesis and showed that
psychological capital positively affect turnover intention. This is a common phenomenon that employees want a competent
position, authority, handsome salary package and other incentives. Therefore when an employee has an opportunity to get a
better job than existing he switches. On the other hand, this is also reality and has proven through literature that people with
high level of EI can create more chances of advancement as compare to lower level of EI.
Results of correlation of EI and job performance are according to expectations as I hypothesis that EI has a significant positive
correlation with job performance, results also supported the hypothesis significantly. Literature also supports this relation.
Carmeli and Josman (2006) found that EI is positively related with job performance. Cohen and Abedallah (2014) also found a
positive relationship between EI and job performance. An employee must be capable to understand and manage self as well as
others emotions to facilitate the interaction among the employees, which is quiet essential for batter job performance
Study hypothesized that EI has a significant positive relationship with OCB which is supported by results also.
Employees with high level on EI also have empathy towards the organization which encourages them to act in a way which can
be beneficial for the organization (Cohen and Abedallah, 2014). EI is a predictor to enhance the altruistic behavior which helps
an individual to transform easily from negative emotions to positive emotions and people with positive emotions are more
likely to help others (Carmeli and Josman, 2006). People in good and positive mood can more active to build social network
and social activities at work arena which are quiet helpful for others.
Political skill performed a role of mediator and hypothesized that political skill mediates the relationship between EI
and all three employee’s outcome at work arena which is also supported by results of analysis. Partial mediation was found in
all three relations. Positive emotions and behavior leads an employee towards the positive outcomes at work arena. Political
skilled persons can easily make friendship and build strong relationship with their peers (Treadway et al., 2013). Political
skilled persons understand social situation and have capacity to adjust themselves to gain demands and changing needs such a
way that inspires confidence and trust, in this way they can effectively influence and control others (Ferris et al., 2007).
6.1.Implications for practice
This research has meaningful practical implications for organizations and managers. Empirical evidence also showed
that training on EI can enhance EI levels (Dulewicz and Higgs, 2004; Groves et al., 2008; McEnrue et al., 2009). As proved that
EI is positively related with political skill, job performance and organizational citizenship behavior, managers can easily
maximize the performance and positive behavior of the employees through the proper training on EI. Political skill also
identified a positive predictor for better performance whereas emotionally intelligent employees have a higher level of
political skill. In this way training on EI can enhance the level of political skill also with the purpose of maximum performance
because politically equipped persons is found not only skillful to perform their duties but also viewed helpful for their peers.
Roots of EI is found in psychology, keeping in mind the ability model of Mayer and Salovey (1997) EI training can meaningfully
enhance the level of performance in both working and social lives of employees. Organizational citizenship behavior plays a
role of backbone to develop a healthy working environment; emotionally intelligent employees know how to behave in
particular situations which can be highly beneficial for the organization.

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6.2.Strengths and Limitations

This research has numbers of strengths; in a response to a call of Meisler (2014) this article explored the combine
relationship of EI and PS with variety of variables (i.e. turnover intention, job performance and organizational citizenship
behavior). In this way this study is not only meaningfully enhance the body of knowledge but also provide a better
understanding of EI and PS. The role of political skill can be viewed at work arena which has a meaningful role in the progress
of an organization. There are also some limitations of this article which must be noted. The sample for this study was adopted
from telecom sector of Pakistan only which is limiting the generalizability of results. Self-report scales were used to measure
the nature of all variables whereas results of single self-report scale raises ambiguity regarding bias, desirability and common
method variance. Although data of job performance scales was collected through supervisory rating but there was not
confirmatory factory analysis performed to control common method variance for other variables. Another limitation is that in
this article I studied all construct overall, there was not any explanation provided about dimensions of constructs.

6.3.Future Research Direction

Future research is still required to generalize the construct of EI. Present study raised a number of ideas also for
further investigation of concepts. EI with mediation role of PS is further required with other employees outcomes (i.e.
organizational commitment, employee cynicism and counterproductive behavior). This study was conducted only in telecom
sector of Pakistan; next attempt should be on other industries as well as public sector for a broader scope of concepts. This
research model can also be enhanced through testing with moderating role of psychological capital or mood congruent
judgment. Future research can broaden the scope of model through exploring the mediating role of political skill with
elements of career success and others work place consequences.

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APPENDIX

Research Questionnaire
Dear Respondent

I am a MS Scholar at Riphah International University Islamabad. I am carrying out a study on “Impact of Emotional Intelligence
on Turnover Intention, Job Satisfaction and Organizational Citizenship Behavior with Mediating Role of Political Skills”. In this
regard, the following information is needed to help me with the statistical analyses of the data. This information will allow
comparisons among different groups of employees and comparisons with similar employees in other organizations.
All of your responses are strictly confidential; individual responses will not be seen by anyone within this organization. We
appreciate your help in providing this important information. Any suggestion/comments from your side will be highly
appreciated.
Fahid Riaz
fahidwarraich@yahoo.com

SECTION A: .

PERSONAL INFORMATION
Your Name: (Optional)
Your gender: 1. Male 2. Female
Your Education: 1. Matric 2. Intermediate 3. Graduation 4. Masters 5. MS/Phil 6. PhD
Your E-mail: (Optional)
Your age (in years, like 40 years)
Your Organization: (Optional)
Your area of specialization: (Optional)
Your job title in this organization: (Optional)
Working experience (in years):

SECTION B: .
Please tick what is most appropriate to you

I strongly
Disagree Not sure Agree I strongly agree
disagree

1 2 3 4 5

Emotional Intelligence
Wong, C.S. and Law, K.S. (2002), “The effects of leader and follower emotional intelligence on performance
and attitude: an exploratory study”, The Leadership Quarterly, Vol. 13 No. 3, pp. 243-274.
1 I have a good sense of why I have certain feelings most of the time. 1 2 3 4 5
2 I have good understanding of my own emotions. 1 2 3 4 5
3 I really understand what I feel. 1 2 3 4 5
4 I always know whether or not I am happy. 1 2 3 4 5
5 I always know my friends’ emotions from their behavior. 1 2 3 4 5
6 I am a good observer of others’ emotions. 1 2 3 4 5
7 I am sensitive to the feelings and emotions of others. 1 2 3 4 5
8 I have good understanding of the emotions of people around me. 1 2 3 4 5
9 I always set goals for myself and then try my best to achieve them. 1 2 3 4 5
10 I always tell myself I am a competent person. 1 2 3 4 5

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11 I am a self-motivated person. 1 2 3 4 5
12 I would always encourage myself to try my best. 1 2 3 4 5
13 I am able to control my temper and handle difficulties rationally. 1 2 3 4 5
14 I am quite capable of controlling my own emotions. 1 2 3 4 5
15 I can always calm down quickly when I am very angry. 1 2 3 4 5
16 I have good control of my own emotions. 1 2 3 4 5

SECTION C:
.
Political Skills
Vigoda-Gadot, E. and Meisler, G. (2010), “Emotions in management and the management of emotions: the
impact of emotional intelligence and organizational politics on public sector employees”, Public
Administration Review, Vol. 70, pp. 72-86.
1 I spend a lot of time and effort at work networking with others. 1 2 3 4 5
2 At work, I know a lot of important people and I am well connected. 1 2 3 4 5
3 It is important that people believe I am sincere in what I say and do. 1 2 3 4 5
4 When communicating with others, I try to be genuine in what I say and do. 1 2 3 4 5
5 I always seem to instinctively know the right thing to say or do to influence
1 2 3 4 5
others.
6 I have good intuition or savvy about how to present myself to others. 1 2 3 4 5
7 It is easy for me to develop good rapport with most people. 1 2 3 4 5
8 I am able to make most people feel comfortable and at ease around me. 1 2 3 4 5

SECTION D:
.
Turnover Intention
MICHIGAN ORGANIZATIONAL ASSESSMENT PACKAGE PROGRESS REPORT II August, 1975
1 How likely is it that you will actively look for a new job in the next year? 1 2 3 4 5
2 I often think about quitting. 1 2 3 4 5
3 I will probably look for a new job in the next year. 1 2 3 4 5

SECTION E:
.
Job Performance
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from
contextual performance. Journal of Applied Psychology, 79, 475-480.
1 Perform at a level much higher than coworkers. 1 2 3 4 5
2 Produce a large amount of work. 1 2 3 4 5
3 Accurately analyze situations and determine the correct course of action. 1 2 3 4 5
4 Display a mastery of work tasks. 1 2 3 4 5
5 Make informed decisions. 1 2 3 4 5
6 Pay attention to detail and avoid making mistakes. 1 2 3 4 5
7 Consistently perform below work standards. 1 2 3 4 5
8 Use resources in a cost-effective manner. 1 2 3 4 5
9 Make good decisions in the presence of obstacles. 1 2 3 4 5
10 Act as the best employee under your supervision. 1 2 3 4 5
11 Produce a high quality standard of work. 1 2 3 4 5
12 Meet deadlines under any circumstance. 1 2 3 4 5

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SECTION F:
.
Organizational Citizenship Behavior
Podsakoff et al. (1990). Transformational leader behaviors and their effects on followers' trust in leader,
satisfaction, and organizational citizenship behaviors. Leadership Quarterly Vol. 7 No. 2 1990
1 I willingly give of my time to help others out who have work-related
1 2 3 4 5
Problems.
2 I am willing to take time out of my busy schedule to help with recruiting or
1 2 3 4 5
training new employees.
3 I usually “touch base” with other before initiating actions that might affect
1 2 3 4 5
them.
4 I take steps to try to prevent problems with others and/or other personnel in
1 2 3 4 5
the organization.
5 I attend functions that are not required but help the organizational image. 1 2 3 4 5
6 I attend training/information sessions that I am encouraged to, but not
1 2 3 4 5
required to attend.
7 I attend and actively participate in organization’s meetings. 1 2 3 4 5
8 I consume a lot of time complaining about trivial matters. 1 2 3 4 5
9 I always find fault with what the organization is doing. 1 2 3 4 5
10 I tend to make “mountains out of molehills” or make problems worse that
1 2 3 4 5
they are.
11 I usually focus on what is wrong with my situation rather than the positive
1 2 3 4 5
side of it.
12 I rarely take long lunches or breaks. 1 2 3 4 5
13 I do not take unnecessary time off work. 1 2 3 4 5
14 I do not take extra breaks. 1 2 3 4 5
15 My attendance at work is above the norm. 1 2 3 4 5
16 I obey organizational rules and regulations even when no one is watching. 1 2 3 4 5

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