Leadership effectiveness: the costs and benefits of being emotionally intelligent

Abstract

Purpose

This paper serves two purposes: first, it is an apology for a failure to produce a planned special issue, along with the rationales as to why the authors decided to withdraw it; and second, a commentary on the apparent failure of the research community to address a neglected area of inquiry in emotional intelligence (EI) research.

Design/methodology/approach

The authors provide a commentary.

Findings

The authors draw attention to the possiblity that employing highly emotionally intelligent individuals may not always yield desirable outcomes for organisations, thus seeking to ignite a more balanced debate as to the merits of EI in management and leadership studies. The authors also detail briefly several avenues for future research.

Originality/value

The theme of the planned special issue was situated at the forefront EI research, so this commentary succinctly highlights the theorising that informed the background to it.

Citation

Lindebaum, D. and Cartwright, S. (2011), "Leadership effectiveness: the costs and benefits of being emotionally intelligent", Leadership & Organization Development Journal, Vol. 32 No. 3, pp. 281-290. https://doi.org/10.1108/01437731111123924