Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Abstract

Purpose This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory. Design/methodology/approach The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data. Findings The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant. Practical implications Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance. Originality/value The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.