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ON WHY “EMOTIONAL INTELLIGENCE” WILL NOT PREDICT LEADERSHIP EFFECTIVENESS BEYOND IQ OR THE “BIG FIVE”: AN EXTENSION AND REJOINDER

John Antonakis (University of Lausanne John Antonakis, Ph.D., Department of Management, HEC, University of Lausanne BFSH‐1, Lausanne, CH‐1015, Switzerland. E‐mail: John antonakis@hec.unil.ch)

Organizational Analysis

ISSN: 1551-7470

Article publication date: 1 February 2004

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Abstract

Emotional intelligence (EI) has been embraced by many practitioners and academicians without clear empirical support for the construct. In this rejoinder and extension of an earlier comment, I highlight the importance of using methodologically defensible scientific criteria for conducting or evaluating research. I review literature demonstrating that EI models are beset with problems concerning their validity and show that support for the EI construct may be based more on tangential speculation than on empirical findings. Although I find some common positions with EI researchers such as Prati et al., I underline contradictions and inconsistencies which may cast doubt on the necessity of EI for understanding and predicting leadership effectiveness.

Citation

Antonakis, J. (2004), "ON WHY “EMOTIONAL INTELLIGENCE” WILL NOT PREDICT LEADERSHIP EFFECTIVENESS BEYOND IQ OR THE “BIG FIVE”: AN EXTENSION AND REJOINDER", Organizational Analysis, Vol. 12 No. 2, pp. 171-182. https://doi.org/10.1108/eb028991

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited