TRUST AND EMOTIONS ENERGIZE ORGANIZATIONAL PERFORMANCE

Ana Martins () and Isabel Martins ()
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Ana Martins: University Kwazulu-Natal, South Africa
Isabel Martins: University Kwazulu-Natal, South Africa

Eurasian Journal of Business and Management, 2017, vol. 5, issue 1, 35-40

Abstract: The aim of this paper is to shed more light on the significant effect that leadership self-efficacy and shared leadership have on organizational performance. The purpose of this study is to contribute to the research on shared leadership that is still in its early stages. Trust, as a component of social capital, is considered the essential criteria for an emotionally aware leader. Trust enables individuals to channel their energy on those aspects of work for which they have real passion. Emotions, whether positive or negative, stimulate and steer organizational performance and behavior. Humor can reduce absenteeism; improve levels of effort, health and energy, all of which influence the levels of performance. The case study methodology focused on a profit-oriented Information Technology SME. A questionnaire was distributed to ascertain how leadership self-efficacy might influence shared leadership and affect organizational performance. The study entails the presupposition that those managers who have regard for the self-efficacy leadership attributes cluster will have a higher probability of improving both perceived and actual employee performance. The results of this study seem to demonstrate that emphasis is placed on the problem-solving attributes of leadership self-efficacy. This will result in a positive impact on the organizational performance as a whole. This paper is of added value for scholars and organizations in the knowledge economy.

Keywords: : Emotional Capital; Humor; Leadership Self-Efficacy; Performance; Social Capital; Shared Leadership (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:ejn:ejbmjr:v:5:y:2017:i:1:p:35-40

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