Emotional Intelligence and Organizational Performance: The Mediating Roles of Employee Motivation and Conflict Management with the Moderating Effect of Organizational Support

Abstract

This study investigates the impact of emotional intelligence on organizational performance, examining the mediating roles of employee motivation and conflict management and the moderating effect of organizational support. Grounded in Social Exchange Theory, the research seeks to clarify both direct and indirect pathways through which emotional competencies translate into enhanced organizational outcomes. Data were collected from managers and employees working in the manufacturing sector, using validated scales. Structural equation modeling was conducted with SmartPLS to test the hypothesized relationships. The results demonstrate that emotional intelligence has a significant positive effect on organizational performance, both directly and indirectly. Specifically, employee motivation emerged as a strong mediator, highlighting how emotionally intelligent employees are better able to regulate themselves, remain engaged, and sustain performance. Conflict management also mediated the relationship, albeit to a smaller degree, suggesting that EI contributes to performance by facilitating constructive resolution of workplace disputes. In contrast, organizational support did not moderate the links between EI and either employee motivation or conflict management, indicating that support in this context may function as a baseline resource rather than an amplifying condition. These findings contribute to the growing body of literature emphasizing the centrality of emotional intelligence for organizational effectiveness, while also challenging assumptions about the conditional role of support.

Keywords: Emotional Intelligence, Organizational Performance, Employee Motivation, Conflict Management and Organizational Support