Emotional Intelligence and Ethics on Organizations

Cabral, Ângelo Miguel R.; Carvalho, Fernando

doi:10.4236/ojbm.2014.21004

Cited by 8 publications

(3 citation statements)

References 54 publications

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“…In their study, EI also showed an influence over the customers' commitment to salespeople. Hence, EI has a widespread positive effect in organizational contexts, e.g., job performance [38], individual ethics, ethics and success perceptions [43], entrepreneurial style, external networking behavior [24], and creating win-win situations with others [44]. In diverse life outcomes, the predictive value of EI is identified, among others, in better social relations, better work relationships and negotiations, and better psychological well-being [4].…”

Section: Emotional Intelligencementioning

confidence: 99%

The Effect of Emotional and Cultural Intelligences on Networks’ Behaviors in International SMEs: Evidence from Portugal

Cabral

Carvalho

Ferreira

2020

Behavioral Sciences

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The major purpose of this research was to study the predictive value of the top managers’ psychological characteristics regarding their networking behavior. In the international business management context of small- and medium-sized enterprises, we took the top managers’ cultural intelligence and emotional intelligence as determinant capabilities to perform better in their external networking. The sample was composed of 307 Portuguese SMEs’ international decision-makers, specifically founders, owners, chief executive officers (CEOs), managers of international activities, international market managers, or commercial managers. The data was collected from 2–30 April 2019 through online surveys directed to the Portuguese decision-makers that were directly responsible for the firms’ international activities. As a data collection instrument, the surveys were pretested and sent by e-mail. The average age of the participants was approximately 50 years old for males and 45 years old for females. We used self-reported measures to assess the different constructs and the hierarchical regression analysis to test our hypotheses. The results showed that cultural intelligence and emotional intelligence were significant drivers of decision-makers’ external networking behavior. A new factor structure concerning external networking behavior was retained. The major results exhibited the predictive value of some cultural and emotional intelligence dimensions over the new retained external networking behavior factors. Therefore, in the international business management context, the capability to adapt to new cultural contexts, as well as the capability to reason about emotions, improved the international decision-makers’ external networking behavior.

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Section: Emotional Intelligencementioning

confidence: 99%

The Effect of Emotional and Cultural Intelligences on Networks’ Behaviors in International SMEs: Evidence from Portugal

Cabral

Carvalho

Ferreira

2020

Behavioral Sciences

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“…The predictive value that EI reveals is positive in widespread aspects of human life. These include well-being, mental health, personal growth, interpersonal relationships [132], personal and work success [116], job performance [128], entrepreneurial style and external networking behavior [66], individual ethics and ethics and success perceptions in international business context [133], creating win-win situations with others [134] organizational conflict management [135], and individuals' creative performance [136].…”

Section: Emotional Intelligencementioning

confidence: 99%

International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking

2020

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The conceptual approach in this article follows and analyzes the holistic model of Kuivalainen, Sundqvist, Saarenketo, and McNaughton in 2012, making it analytically fitting to the SMEs’ international strategic groups concerning their international scale and scope. That model, according to our conceptual proposal, needs a methodological readjustment to an effective conformity towards the cross-sectional research. Accordingly, we presented two main considerations. First, we put together a conceptual model, fitted towards the field of top managers’ psychological characteristics as major antecedent of the firms’ international strategy. Second, the proposed conceptual model is methodologically oriented for cross-sectional studies. In relation to the antecedents, we took top managers’ emotional intelligence and cultural intelligence as distinctive capabilities of the firms’ international strategy and as major antecedents of top managers’ networking behaviors. Regarding firms’ international performance as the major conceptual model outcome, a multidimensional approach is taken with financial, strategic, and overall performance. These elements of the international firms are regarded as of major importance within the international firms’ enterprise architecture. Methodologically, we performed a bibliographic review on the fundamental concepts that we present in the model. Concerning the results, we provided a research model that raised a whole set of new leads for research with some proposals for future investigations.

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“…In this line, to improve the performance when top managers execute their international activities, we highlight a set of positive effects with which EI has been linked. EI comprises key capabilities for flexible and creative problem solving (Salovey and Mayer 1990), interpersonal relations (Pradhan et al 2016) and life satisfaction (Law et al 2004), motivational communications (Mayer et al 2004), job performance (Law et al 2008), individual ethics and ethics and success perceptions in an international business context (Cabral and Carvalho 2014), entrepreneurial style and external networking behavior (Naudé et al 2014), achieving win-win situations with others, and individual innovation performance (Zhang et al 2015). EI is also positively related to entrepreneurial intentions, i.e., the personal interest in creating a new venture (Miao et al 2018).…”

Section: Emotional Intelligencementioning

confidence: 99%

SMEs’ International Strategic Groups and Top Managers’ Psychological Characteristics

Cabral

Carvalho

Ferreira

2020

Administrative Sciences

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This research analyzed the small and medium-sized enterprises’ (SMEs) international strategies concerning the scale and scope of the international activities. The major purpose was to study the international top managers’ psychological characteristics as distinctive capabilities within the defined international strategic groups. The international top managers’ cultural intelligence and emotional intelligence were taken as main characteristics to act in the international business environment. Therefore, we took as the main motivation to perform the present investigation the need to understand which psychological characteristics may help the international top managers to pursue high degrees of internationalization in their firms. This study was conducted in Portugal, and the sample was composed of 307 Portuguese SMEs’ international top managers directly responsible for the firms’ international decisions. The multinomial logistic regression method was used to test the hypotheses. The firms were classified into three international strategic groups based on the internationalization scale and scope. The degree of internationalization reflects that combination, creating groups with a high, medium, and low international exposure. The main result indicates as a distinctive capability, the international top managers’ cultural intelligence within the firms that exhibit a high international strategic positioning. Regarding the main contributions, this article contributes to the bodies of knowledge of international SMEs, cultural intelligence, emotional intelligence, and networking. This study also contributes to upper echelons theory and the resource-based view.

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Emotional Intelligence and Ethics on Organizations

Cited by 8 publications

References 54 publications

The Effect of Emotional and Cultural Intelligences on Networks’ Behaviors in International SMEs: Evidence from Portugal

The Effect of Emotional and Cultural Intelligences on Networks’ Behaviors in International SMEs: Evidence from Portugal

International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking

SMEs’ International Strategic Groups and Top Managers’ Psychological Characteristics

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