The relevance of emotional intelligence for leadership performance

Dulewicz, Chris; Young, Mike; Dulewicz, Víctor

doi:10.1177/030630700503000305

Cited by 75 publications

(63 citation statements)

References 7 publications

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“…There is increasing evidence that EI predicts a wide range of additional positive outcomes. EI rather than intellectual capabilities has been found to be the differentiating factor in job performance (Goleman 1995;Goleman et al 2002, Dulewicz et al 2005, sales performance , supervisor ratings of overall job performance Slaski and Cartwright 2002), and team performance (Druskat and Wolff 2001;Jordan and Troth 2004). Furthermore, some writers have argued that EI can be usefully linked to job satisfaction (Sy et al 2006), organizational change (Huy 2002), workplace spirituality , global leadership (Alon and Higgins 2005), and effectiveness under high stress (Gohm 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

Angelidis

Ibrahim²

2011

J Bus Ethics

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In recent years there has been a substantial amount of research on emotional intelligence (EI) across a wide range of disciplines. Also, this term has been receiving increasing attention in the popular business press. This article extends previous research by seeking to determine whether there is a relationship between emotional intelligence and ethical judgment among practicing managers with respect to questions of ethical nature that can arise in their professional activity. It analyzes the results of a survey of 324 managers enrolled in executive MBA programs from five universities in the southeastern and northeastern United States. This study is based on a model presented by Forsyth showing two dimensions that play an important role in ethical evaluation and behavior. Respondents were classified into one of four groups according to their idealism and relativism levels-situationists, subjectivists, absolutists, and exceptionists. The four ideological group's scores were compared. The results indicate significant differences between the situationists and absolutists on the one hand, and subjectivists and exceptionists on the other. The former's emotional intelligence scores were significantly higher thus demonstrating a strong relationship between emotional intelligence and ethical ideology. The results raise important implications for practitioners and educators.

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Section: Literature Reviewmentioning

confidence: 99%

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

Angelidis

Ibrahim²

2011

J Bus Ethics

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“…Investigations of EI, organizational performance and/or leadership performance has become a central focus of research regarding these variables (Dulewicz et al 2005;Holt and Jones 2005;Rode et al 2007;Brooks and Nafukho 2006). Tischler et al (2002) were the first to conceptualize various aggregate models of EI, SI, and performance relationships and also identified many of the definitional and measurement issues.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Martin

Hafer

2009

Journal of Management, Spirituality & Religion

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Tischler, Biberman, and McKeage proposed five models that could explain the relationship between emotional intelligence, spiritual intelligence, and performance. This article empirically tested those models on a large sample of junior‐level and senior‐level business students. Emotional intelligence was measured using the 16‐item Wong Law Emotional Intelligence Survey, spiritual intelligence was measured with a modified version of Ashmos and Duchon’s survey, and performance was the student’s cumulative grade point average. Literature on these variables is discussed regarding definitional and measurement issues. None of the proposed models were supported by the data. Findings, limitations, and future research for these models are discussed.

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“…Rafaeli and Sutton, 1989;Staw et al, 1994) and that EI has a positive relationship with job performance (e.g. Dulewicz et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Managing conflict with emotional intelligence: abilities that make a difference

Hopkins

Yonker

2015

Journal of Management Development

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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 -The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace. Design/methodology/approach -Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed. Findings -Results of regression analyses indicate several significant relationships between EI abilities and participants' conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace. Research limitations/implications -Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people's choices in conflict management styles. Practical implications -Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively. Originality/value -This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.

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The relevance of emotional intelligence for leadership performance

Cited by 75 publications

References 7 publications

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Managing conflict with emotional intelligence: abilities that make a difference

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