Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness

Abstract

If 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 -This study seeks to investigate the relationship between emotional intelligence (EI), personality, cognitive intelligence and leadership effectiveness. Design/methodology/approach -Senior executives ðn ¼ 41Þ completed an ability measure of EI (MSCEIT), a measure of personality (16PF5) and a measure of cognitive ability (the Wechsler abbreviated scale of intelligence (WASI)). Leadership effectiveness was assessed using an objective measure of performance and a 3608 assessment involving each leader's subordinates and direct manager ðn ¼ 149Þ: Findings -Correlational and regression analyses revealed that higher EI was associated with higher leadership effectiveness, and that EI explained variance not explained by either personality or IQ. Originality/value -This paper establishes a link between EI and workplace measures of leadership effectiveness.

Relationship Between Job Engagement And Organizational Performance; Moderator Effect Of Emotional Intelligence

“…Rosete and Ciarrochi (2005) who studied the relationship between leadership and emotional intelligence, found a positive relationship between effective leadership and emotional intelligence. Dong, et.…”

“…The concept of emotional intelligence, which is defined as the individual's own feelings and emotions, or the ability to reflect and distinguish the feelings and emotions of others, and to use this knowledge in the dimension of thought and action (Salovey & Mayer, 1990); has been analyzed together with the issues such as performance, productivity, leadership, organizational citizenship, job satisfaction (Rosete & Ciarrochi, 2005;Cote & Miners, 2006;Kafetsios & Zampetakis, 2008;Dong, Seo, & Bartol, 2014). However, the influence of employees' emotional intelligence on job engagement and performance outcomes has not been examined in the literature on management and organizational behavior.…”

10.5937/sjm9-5440 = Differences between employees and managers regarding socio-emotional competences

“…Emotional skills and competence questionnaire (ESCQ-45) with 45 items is used for the measuring of emotional intelligence It is a short version of Emotional intelligence questionnaire UEK -136 (Takšić et al, 2006) constructed according to the model of Salovey and Mayer (Salovey & Mayer, 1990) and it estimates three aspects of emotional intelligence: capability to perceive and understand emotions (Perceive and Understand Emotions Scale), capability to express and label emotions (Express and Label Emotions Scale), capability to manage emotions (Manage end Regulate emotions scale). All the scales have satisfactory reliability according to different samples, from α =0,71 to α =0,90.…”

“…According to their opinion, the offered definition emphasizes only perception and regulation of emotions, but does not include thinking of emotions. For that reason, they suggest a revised definition according to which emotional intelligence includes ability of quick perception, estimation and expression of emotions, ability of insight and generating emotions which facilitate thinking, ability of understanding emotions and knowledge of emotions, ability of regulation of emotions for purpose of promoting emotional and intellectual development (Salovey & Mayer, 1990).…”

Personality type and leadership focus: Relationship between self and line- manager perceptions

“…the relationship between personality and leadership focus • (Sieff & Carstens, 2006) competing values (Belasen & Frank, 2007) • the capacity for cognitive complexity (Boal & Hooijberg, • 2001) style diversity (Gill, 2004;Politis, 2003;Shelton, McKenna • & Darling, 2002) building a cohesive culture (Shelton • et al, 2002;Schein, 1985) forming successful and sustainable relationships (Testa, • 2002;Weymes, 2003) emotional intelligence (Rosete & Ciarrochi, 2005) • achieving congruence between self and stakeholder • perceptions (Testa, 2002) self-leadership and personal effectiveness (Houghton, • Bonham, Neck & Singh, 2004;Klagge, 1996) the ability to balance conflicting priorities (Patterson • et al, 1996) the capacity to transform (Barling, Slater & Kelloway, 2000;• Carless, 2001;Denton & Vloeberghs, 2003;Stone, Russell & Patterson, 2003) the importance of particular traits, such as humility and • determination (Collins, 2001). …”