Emotional intelligence and leadership

Abstract

Access to this document was granted through an Emerald subscription provided by 405387 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In 1990, Salovey and Mayer presented a framework for emotional intelligence (EI). This marked the beginning of 20 years of academic research, development, and debate on the subject of EI. A significant amount of previous research has attempted to draw out the relationship between EI and leadership performance. EI has been a uniquely controversial area of the social sciences. EI is based on three simple yet fundamental premises. This manuscript reviews the definitions and models in the field of EI with special emphasis on the Mayer ability model and the connection between EI and leadership. The paper aims to discuss these issues. Design/methodology/approach -This paper takes the form of a literature review.Findings -EI appears to have a foothold in both our popular vernacular and our academic lexicon. However, it is not entirely clear what future form it will take. Originality/value -This manuscript explores the current relationship between EI and leadership, discusses the various instruments and scales used to measure the construct, and examines the controversy and criticism surrounding EI. Finally, it illuminates some areas for additional research.

Rallying the Troops or Beating the Horses? How Project-Related Demands Can Lead to Either High-Performance or Abusive Supervision

“…We therefore argue that, under such circumstances and situations, the ability to manage emotions should be a critical moderator. Mayer and Salovey () refer to this ability to perceive, to assimilate, to understand, and to manage emotions as emotional intelligence —a construct that has been investigated in multiple studies in a range of organizations, industries, countries, and situations (McCleskey, ). Such widespread attention has resulted in many researchers and practitioners proclaiming emotional intelligence to be an essential element or component of leadership (Ashkanasy & Dasborough, as cited in Antonakis, Ashkanasy, & Dasborough, ).…”

“…In leadership research, emotional intelligence has been positively associated with leadership emergence and effectiveness as well as a range of positive behaviors and individual and organizational outcomes (for a review of emotional intelligence and leadership research, see McCleskey, ). In team environments, emotionally intelligent leaders improve trust and cooperation among followers and team members (George, ), and emotionally intelligent supervisors are perceived by their subordinates to engage in less abusive supervision (as compared with less emotionally intelligent managers; see Xiaqi, Kun, Chongsen, & Sufang, ).…”

Emotional intelligence among auditory, reading, and kinesthetic learning styles of elementary school students in Ambon-Indonesia

“…Emotional intelligence is needed to survive and to solve various problems of life independently and to make the best decision in the most difficult situation. Emotional intelligence also has significant effect on leadership (McCleskey, 2012;Johnson & Stern, 2014).…”

The impact of coaching on the emotional and social intelligence competencies of leaders

“…In this study, the emphasis falls on the coaching of emotional and social intelligence competencies relevant to effective leadership, which calls for a concept of EI that is broader than the narrowly defined one in the ability model of Salovey and Mayer (1990). According to McCleskey (2014) and Cherniss (2010), mixed models of EI can be considered emotional and social intelligence competency (ESC) models as these models involve competencies that go beyond emotional abilities to include traits and personal qualities. A competency can be considered an underlying characteristic of a person that may lead to superior performance (Boyatzis 2009).…”