Table of contents
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes?
F. William Brown, Scott E. Bryant, Michael D. ReillyThis study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations.
Exploring the implications of vision, appropriateness, and execution of organizational change
Michael S. Cole, Stanley G. Harris, Jeremy B. BernerthThe purpose of this paper was to examine the interaction effects of managers' perceptions of the supporting vision clarity, appropriateness, and execution of a major…
How emotional is transformational leadership really?: Some suggestions for a necessary extension
Wendelin Küpers, Jürgen WeiblerThis paper seeks to investigate the significance of emotions in transformational leadership (TL), particularly the explicit and implicit coverage of emotional dimensions and…
Managing aggression in organizations: what leaders must know
Bradley John Olson, Debra L. Nelson, Satyanarayana ParayitamThe paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression.
Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment
Brenda Scott‐Ladd, Anthony Travaglione, Verena MarshallRegulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys