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1 – 10 of over 8000James D. Hess and Arnold C. Bacigalupo
The leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at…
Abstract
Purpose
The leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.
Design/methodology/approach
In order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.
Findings
Knowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.
Originality/value
The knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.
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What is organizational emotional intelligence? Does it matter? And how can organizations increase their level of organizational emotional intelligence? In an attempt to find…
Abstract
What is organizational emotional intelligence? Does it matter? And how can organizations increase their level of organizational emotional intelligence? In an attempt to find answers to these questions, this chapter provides a conceptualization of organizational emotional intelligence, discusses what we know about its associations with organizational outcomes, and proposes several practically relevant ways to improve organizational emotional intelligence. Specifically, organizational emotional intelligence is conceptualized as a combination of the aggregate level of individual emotional intelligence of employees and the utilization of emotionally intelligent procedures, norms, and behaviors throughout an organization. Preliminary evidence suggests that organizational emotional intelligence is positively associated with organizational performance and employees’ health. Organizations might be able to increase their organizational emotional intelligence by accumulating individual emotional intelligence among their employees and by applying emotionally intelligent procedures, some of which are discussed in this chapter.
Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine…
Abstract
Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine or feminine behaviors based on their self-construal of “psychological-gender.” Emotional intelligence (EI) is considered “feminine” and rational intelligence “masculine.” So, using Bem sex-role inventory and Emotional Intelligence Appraisal, the current study explored EI in 217 senior Indian managers from masculine/feminine sex-role perspective. There was no difference in EI of men/women. Moreover, EI did not differ in men/women categorized in “same” sex-role. However significant differences emerged across sex-roles with feminine sex-role participants actually scoring significantly lesser than androgynous or masculine sex-role participants although emotional intelligence is considered as a feminine intelligence. Implications of sex-role-driven differences in EI in organizational context are discussed.
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Mariem Balti and Samia Karoui Zouaoui
The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain…
Abstract
Purpose
The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance.
Design/methodology/approach
This research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity.
Findings
Employees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate.
Originality/value
The novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.
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Neal M Ashkanasy, Claire E Ashton-James and Peter J Jordan
We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a…
Abstract
We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.
It is seen that emotional intelligence, which is the subject of research in many disciplines, especially psychology and social sciences, is one of the prominent concepts…
Abstract
It is seen that emotional intelligence, which is the subject of research in many disciplines, especially psychology and social sciences, is one of the prominent concepts. Emotional intelligence has become a sought-after feature especially for today's leaders. It is possible to say that emotional intelligence is an important feature for leaders in the energy sector as well as for leaders in other fields. This study aims to determine how and to what extent emotional intelligence has an effect on leadership characteristics in today's conditions where the need for leadership is increasing. In this study, it is aimed to reveal the effects of emotional intelligence levels of managers in the energy sector on leadership. For this purpose, hypotheses have been developed, and a research has been conducted on managerial employees in an enterprise operating in the energy sector in order to test the hypotheses. In the study, the effects of emotional intelligence dimensions such as optimism, use of emotions, and evaluation of emotions on leadership were measured by analyzing the data obtained as a result of the questionnaire application. SPSS package program was used for statistical analysis of the data. According to the results of the research, it was determined that effective leadership increased as optimism/mood regulation increased. Similarly, as the evaluation of emotions increased, effective leadership increased.
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The purpose of this chapter is to highlight the importance of including emotional intelligence training with programs related to providing mentorship to others. Formal mentoring…
Abstract
The purpose of this chapter is to highlight the importance of including emotional intelligence training with programs related to providing mentorship to others. Formal mentoring programs, established with specific goals and objectives, need foundation work for context in order to be successful. This chapter pulls from professional literature, important basic components of both emotional intelligence skills and attributes for successful mentoring. By demonstrating the relationship between emotional intelligence and mentors who are successful, future programs and activities within the workplace regarding formal mentorship structures can be influenced positively. There is a relationship between having good emotional intelligence skills by people who mentor and being successful within the mentoring relationship. Mentors who are more self-aware of their own emotions are more likely to manage a mentoring relationship more positively and with better outcomes. Library and information science professionals are undergoing tremendous change within the professional environment, the establishment of mentoring networks can greatly influence professional turnover. The opinions and concepts presented from professional literature has been used and adapted by the author in various workshops and presentations. It is this practitioner’s opinion that any formal mentoring program should start with providing a foundation of emotional intelligence skills for the mentors.
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This study seeks to examine how follower’s emotional intelligence influences their emotional reactions to leadership.
Abstract
Purpose
This study seeks to examine how follower’s emotional intelligence influences their emotional reactions to leadership.
Design/Methodology/Approach
Data were collected at two points in time. First, I assessed the emotional intelligence of 157 participants in a laboratory setting. Then, a few weeks later, an experiment manipulating leadership behavior was conducted with same participants. After viewing the leader, the participants’ emotional reactions to their attributions of the leader’s behavior were assessed.
Findings
In line with expectations, emotional intelligence was associated with different emotional responses to attributions for the leader’s behavior. Specifically, participants lower on emotional intelligence had more extreme emotional responses to the leader than their more highly emotionally intelligent counterparts.
Research Limitations/Implications
Although emotional intelligence has received a lot of scholarly attention with regard to predicting performance and leadership emergence, we need to learn more about how it influences emotional responses at work.
Practical Implications
If emotional intelligence helps promote less extreme emotional reactions at work, emotional skills should be developed in employees.
Originality/Value
This study is the first to examine emotional intelligence as a moderator of emotional reactions to attributions of leadership charisma and intent.
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The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study…
Abstract
The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study empirically investigated the role of leaders’ positive mood and emotional intelligence in the development of charismatic leadership behaviors. We developed hypotheses linking these constructs and tested them in a sample of 34 leaders and their 165 direct followers from a multinational corporation. Results showed that both leaders’ positive mood and leaders’ emotional intelligence were positively related to their charismatic leadership behaviors, as rated by followers. Further, we found leaders’ emotional intelligence to moderate the relationship between leaders’ positive mood and their charismatic leadership behaviors. Emotionally intelligent leaders exhibited charismatic leadership behaviors to a high extent, largely irrespective of their degree of positive mood. In contrast, leaders low on emotional intelligence were more likely to exhibit charismatic behaviors when their positive mood was high, while they were less likely to exhibit such behaviors when their positive mood was low. We conclude by discussing the implications of these findings for leadership theory, research, and practice.
Catherine S. Daus, Marie T. Dasborough, Peter J. Jordan and Neal M. Ashkanasy
Despite ongoing controversy, emotional intelligence is emerging as a potentially important variable in furthering our understanding of individual behavior in organizations. In…
Abstract
Despite ongoing controversy, emotional intelligence is emerging as a potentially important variable in furthering our understanding of individual behavior in organizations. In this respect, however, most of the research in relation to emotional intelligence has been at the individual level of behavior. In this chapter, we develop a framework for considering the impact of emotional intelligence at the organizational level. Specifically, we map Mayer and Salovey's four emotional intelligence abilities onto Shein's three-level organizational culture schema. We conclude with a discussion of implications for managers and suggest that the model we propose may prove to be a useful starting point for future research into emotional intelligence as an organizational phenomenon.