Elevating the performance of software development teams by leveraging emotional intelligence through improved knowledge sharing
基于美国7家大公司86个团队357人的调查数据，研究情商四方面（自我/他人情绪觉察与管理）如何影响知识共享和团队绩效，发现管理他人情绪促进两者，而觉察他人情绪反而抑制知识共享。
Emotional intelligence (EI) plays a crucial role in managing emotions within software development (SD) teams, which often face challenges such as stress and anxiety. EI can enhance knowledge sharing (KS) and team performance, contributing to the success of SD projects. This paper examines EI in terms of four aspects – awareness and management of own and others’ emotions – and investigates how they affect KS and team performance. The study is based on survey data from 357 individuals in 86 teams at seven large companies in the United States. Multilevel modeling, specifically using Generalized Structural Equation Modeling in Stata 19, with individuals nested within teams and teams nested within companies, is used to test the theoretical model. Results indicate that awareness of both own and others’ emotions facilitates management of both own and others’ emotions. Management of others’ emotions facilitates both KS and team performance. Surprisingly, awareness of own emotions also facilitates both aspects, whereas management of own emotions affects neither. Finally, awareness of others’ emotions inhibits knowledge sharing. The paper’s findings are limited by its focus on large companies in the United States and cross-sectional design and should be replicated in other settings. Despite these limitations, the paper’s expected as well as unexpected findings have potential theoretical and practical implications.