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Furthermore, the mediating effects of trust in leaders and work–life balance on the virtual leadership–job satisfaction relationship were assessed in the proposed model of this research. This study assessed the effect of virtual leaders on employees' job satisfaction in the information technology sector as a high-performance industry. As various sectors adapted virtual settings to overcome the restrictions posed by the pandemic, the vitality of virtual leaders became more pivotal as they could enhance the virtual work environment for employees and steer teams toward organizational goals. Leadership remains a highly important role in the management of employees' psychological and physical well-being, particularly in the aftermath of the COVID-19 pandemic. In sum, the study at hand brings to the fore the dispositional and contextual antecedents that could potentially impact team performance, particularly in the construction project context. Moreover, the study also established task interdependence as a relevant moderator.
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We contributed to filling this gap by establishing the direct and indirect association between team EI and team performance via team trust. Although EI constitutes essential resources for higher performance, prior research has not investigated whether and when team EI facilitates team performance, particularly in construction projects. Coupled with the theoretical contribution, the study also offers valuable insights for managerial consideration, which may help them to maintain the workflow in construction projects and enhance team performance. Notably, task interdependence buffers the association between team EI and team performance. Further, this study supports the mediating role of team trust between focal variables.
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Findings of the study pronounce a positive association between team EI and team performance of engineers. Organizations working on construction projects and relevant participants were selected through purposive sampling method. To examine the hypothesized nexus of the model, dyadic data of 302 project employees and their site supervisors was collected, representing 53 teams in total. The study aims to examine the association between team emotional intelligence (EI) and team performance, particularly in construction projects, with a deliberate focus on identifying the factors that may foster or hinder team performance.
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