Software professionals’ (SPs') performance is often understood narrowly in terms of input–output productivity. This study approaches performance from a broader perspective and examines whether the emotional intelligence competencies (EICs) of SPs, the leadership style of team leaders, social capital among team members, and human resource management (HRM) practices of software firms affect performance of SPs. It also tests whether the value of and opportunities for knowledge sharing moderate such relationships. Data were collected from 441 Indian SPs in a questionnaire survey. Fifty-five team leaders assessed the performance of SPs, and SPs assessed the other constructs. Results revealed that EICs, transformational leadership style, social capital, and HRM practices positively affect performance. EICs are the most important predictors of performance. Under high (low) value of and high (low) opportunities for knowledge sharing, the antecedents influencing performance are strengthened (attenuated or nullified). The value of and opportunities for knowledge sharing are quasimoderators. These findings have significant implications for organizing effective work teams.
- emotional intelligence competencies,
- human resource management practices,
- knowledge sharing,
- social capital,
- transformational leadership
Available at: http://works.bepress.com/shiva_prasadhc/1/