The role of trait emotional intelligence in task and conceptual performance: the case of functional managers in the hotel industry12 Unquestionably, adequate selection, recruitment, and retention of employees (for example through (re)training) results in high-quality work outcomes. Ultimately, however, efficient, effective, and competitive organisations require more than just experience and expertise from their employees—some personal traits enrich not only individual, employee performance but also collective, organisational performance. Research has confirmed the link between emotional intelligence and work outcomes (see, for example, Spencer Jr. and Spencer 1993; George 2000; Lopes et al. 2006)—emotional intelligence tests assist with the selection and recruitment of employees, more loyal and better performing than employees selected and recruited the ‘usual’ way, and with their subsequent training and retraining, through the identification of personal traits likely to affect their work (and life) outcomes. In the particular case of the hospitality sector, studies have started to emerge exploring the links between emotional intelligence and work outcomes (see, for example, Langhorn 2004; Sy, Tram, and O’Hara 2006; Scott-Halsell, Blum, and Huffman 2008; Min 2012). However, thorough research into the emotional intelligence of functional managers in the hotel industry—and into its role in task and contextual performance within given organisational cultures—is scant, both in Hungary and internationally. Consequently, this article investigates the links between emotional intelligence and work outcomes—measured through task and contextual performance—in the particular context of the hotel industry. It is based on the author’s extensive examination of the literature as part of her doctoral research, currently (February 1
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