Significance of Education, Emotional Intelligence, Experience and Mediating Role of Ethical Values in Exceptional Executive Excellence

  • Tahir Masood QureshiEmail author
Conference paper
Part of the Advances in Science, Technology & Innovation book series (ASTI)


Professionals working in different segments of life either work to achieve some vision or struggle to survive. Those who have set their vision earlier in life may achieve it sooner or later but those who work without setting vision remained either low or under potential achievers. We believe that education, engagement, emotional intelligence and experience in combination with ethical values as mediator plays significant role in success of high achievers. Using convenient sampling technique primary data through self-administered questionnaire was collected from working professionals in GCC. Correlation and regression analysis were used to analyze data. It has been identified that all the selected variables are having significant impact on exceptional executive excellence and ethical values mediates relationship amongst variables. Study findings suggests the professionals to be clear in their career vision and maintain a good balance of positive ethical values, education, rich experience and work engagement to reach at career apex by achieving desired legitimate objectives.


Emotional intelligence Ethical values Career development 


  1. 1.
    Anthony-McMann, P.E., Ellinger, A.D., Astakhova, M., Halbesleben, J.R.: Exploring different operationalizations of employee engagement and their relationships with workplace stress and burnout. Hum. Resour. Dev. Q. 28(2), 163–195 (2017)CrossRefGoogle Scholar
  2. 2.
    Saks, A.M., Gruman, J.A.: What do we really know about employee engagement? Hum. Resour. Dev. Q 25(2), 155–182 (2014)CrossRefGoogle Scholar
  3. 3.
    Naseem, K.: Job stress and employee creativity: the mediating role of emotional intelligence. Int. J. Manag. Excell. 9(2), 1050–1058 (2017)CrossRefGoogle Scholar
  4. 4.
    Anthony, M.T., McKay, J.: From experience: balancing the product development process: achieving product and cycle-time excellence in high-technology industries. J. Prod. Innov. Manag. 9(2), 140–147 (1992)CrossRefGoogle Scholar
  5. 5.
    Bose, R.: Knowledge Management Metrics. Ind. Manag. Data Syst. 104(6), 457–468 (2004)CrossRefGoogle Scholar
  6. 6.
    Pierce, J.L., Rubenfield, S.A., Morgan, S.: Employee ownership: a conceptual model of process and effects. Acad. Manag. Rev. 16(1), 121–144 (1991)CrossRefGoogle Scholar
  7. 7.
    Cooper, A.B., Georgiopoulos, P., Kim, H.M., Papalambros, P.Y.: Analytical target setting: an enterprise context in optimal product design. J. Mech. Des. 128(1), 4–13 (2006)CrossRefGoogle Scholar
  8. 8.
    Anitha, J.: Determinants of employee engagement and their impact on employee performance. Int. J. Prod. Perform. Manag. 63(3), 308–323 (2014)CrossRefGoogle Scholar
  9. 9.
    Nimon, K., Shuck, B., Zigarmi, D.: Construct overlap between employee engagement and job satisfaction: A function of semantic equivalence? J. Happiness Stud. 17(3), 1149–1171 (2016)CrossRefGoogle Scholar
  10. 10.
    Parker, S.K., Griffin, M.A.: Understanding active psychological states: Embedding engagement in a wider nomological net and closer attention to performance. Eur. J. Work Org. Psychol. 20(1), 60–67 (2011)CrossRefGoogle Scholar
  11. 11.
    Frank, F.D., Finnegan, R.P., Taylor, C.R.: The race for talent: retaining and engaging workers in the 21st century. Hum. Resour. Plann. 27(3), (2004)Google Scholar
  12. 12.
    Shuck, B., Twyford, D., Reio Jr., T.G., Shuck, A.: Human resource development practices and employee engagement: Examining the connection with employee turnover intentions. Hum. Resour. Dev. Q. 25(2), 239–270 (2014)CrossRefGoogle Scholar
  13. 13.
    Yukl, G.A., Becker, W.S.: Effective empowerment in organizations. Org. Manag. J. 3(3), 210–231 (2006)CrossRefGoogle Scholar
  14. 14.
    Maslach, C.: Job burnout: new directions in research and intervention. Curr. Dir. Psychol. Sci. 12(5), 189–192 (2003)CrossRefGoogle Scholar
  15. 15.
    Barrick, M.R., Thurgood, G.R., Smith, T.A., Courtright, S.H.: Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Acad. Manag. J. 58(1), 111–135 (2015)CrossRefGoogle Scholar
  16. 16.
    Schaufeli, W.B., Bakker, A.B.: Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. J. Org. Behav. Int. J. Ind. Occup. Org. Psychol. Behav. 25(3), 293–315 (2004)Google Scholar
  17. 17.
    Rothbard, N.P.: Enriching or depleting? the dynamics of engagement in work and family roles. Adm. Sci. Q. 46(4), 655–684 (2001)CrossRefGoogle Scholar
  18. 18.
    Schutte, N.S., Malouff, J.M., Hall, L.E., Haggerty, D.J., Cooper, J.T., Golden, C.J., Dornheim, L.: Development and validation of a measure of emotional intelligence. Personal. Individ. Differ. 25(2), 167–177 (1998)CrossRefGoogle Scholar
  19. 19.
    Ciarrochi, J.V., Chan, A.Y., Caputi, P.: A critical evaluation of the emotional intelligence construct. Personal. Individ. Differ. 28(3), 539–561 (2000)CrossRefGoogle Scholar
  20. 20.
    Jung, H.S., Yoon, H.H.: Why is employees’ emotional intelligence important? The effects of EI on stress-coping styles and job satisfaction in the hospitality industry. Int. J. Contemp. Hosp. Manag. 28(8), 1649–1675 (2016)CrossRefGoogle Scholar
  21. 21.
    Dickey, H., Watson, V., Zangelidis, A.: Job satisfaction and quit intentions of offshore workers in the UK North Sea oil and gas industry. Scott. J. Political Econ. 58(5), 607–633 (2011)CrossRefGoogle Scholar
  22. 22.
    Carmeli, A.: The relationship between emotional intelligence and work attitudes, behavior and outcomes: An examination among senior managers. J. Manag. Psychol. 18(8), 788–813 (2003)CrossRefGoogle Scholar
  23. 23.
    Joseph, D.L., Jin, J., Newman, D.A., O’boyle, E.H.: Why does self-reported emotional intelligence predict job performance? A meta-analytic investigation of mixed EI. J. Appl. Psychol. 100(2), 298 (2015)CrossRefGoogle Scholar
  24. 24.
    Avolio, B.J., Zhu, W., Koh, W., Bhatia, P.: Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. J. Org. Behav. Int. J. Ind. Occup. Org. Psychol. Behav. 25(8), 951–968 (2004)Google Scholar
  25. 25.
    Wang, S., Caldwell, S.D., Yi, X.: The effects of education and allocentrism on organizational commitment in Chinese companies: a multi-level analysis. Int. J. Manpow. 36(5), 754–771 (2015)CrossRefGoogle Scholar
  26. 26.
    Senge, P.M.: The fifth discipline. Measur. Bus. Excell. 1(3), 46–51 (1997)CrossRefGoogle Scholar
  27. 27.
    Holbrook, M.B. (ed.).: Consumer value: a framework for analysis and research. Psychology Press, Hove (1999)Google Scholar
  28. 28.
    Baron, R.M., Kenny, D.A.: The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. J. Pers. Soc. Psychol. 51(6), 1173 (1986)CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.American University in the EmiratesDubaiUnited Arab Emirates

Personalised recommendations