Emotional intelligence: resource or demand? Implications for the model of expatriate performance

In this study we challenge the hypothesis of symmetrical relation between emotions and organizational outcomes. Drawing on the core elements of Lazarova, Westman and Schaffer's (2010) model of expatriate performance and argue through an extension of the Job Demands-Resources Theory that emotional intelligence can be perceived as both a cognitive resource and/or a cognitive demand in the context of corporate expatriation. Based on a sample of 196 expatriates in assignment in more than 135 countries, we test the influence of emotional intelligence on cross-cultural adjustment, job involvement, job/life satisfaction, and expatriate performance. Our findings indicate that while higher levels of expatriates' ability to regulate emotions have positive outcomes (e.g., higher job involvement and job/life satisfaction), higher levels of the abilities to appraise, express, and utilize emotions appear to trigger more negative consequences such as lower job and life satisfaction. We discuss implications for theory and practice.