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Paradoxical leadership concerns competing yet interrelated leader behaviors in response to conflicting workplace demands. Emerging research examines the outcomes of paradoxical leadership, yet less is known about its antecedents. This article aims to examine the combined effect of leader fluid intelligence, trait anxiety and trait anger, on transformational leadership and abusive supervision as contrasting paradoxical leader behaviors.

This study involves 157 leader–manager dyads, and 137 leader–follower teams utilizing a cross-correlational, time-lagged, online survey design.

Results indicate that leader fluid intelligence moderates the relationship between leader trait emotions and behavior such that low fluid intelligence and high trait anxiety results in manager perceptions of low transformational leadership, while low fluid intelligence and high trait anger results in follower perceptions of high abusive supervision.

The results suggest that fluid intelligence is a common factor that determines how leader trait emotions (anxiety and anger) are expressed through paradoxical leader behaviors as perceived by different hierarchical observers (i.e. a leader's superior and subordinates).

The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for distributed forms of leadership that encourage contribution across the age spectrum and hierarchical levels.

This paper takes a conceptual approach, combining the psychology and management literatures in arguing the case for newer leadership forms, appropriate to an ageing workforce.

Three principal components of intelligence (fluid, and crystallised intelligence and working memory) are considered and it is argued that high levels of fluid intelligence, generally higher in younger employees, should be accessed while being balanced by crystallised intelligence (experience). Distributed leadership has been mainly applied in educational settings. This paper argues for distributed leadership to maximise creativity and innovation.

Leadership forms that maximise creative input from staff across all age levels are likely to contribute to firm innovation and sustainability. Additionally, job satisfaction and turnover among junior staff may be positively influenced through opportunities for greater participation.

The elements discussed in this paper address important leadership issues for managing a multigenerational workforce.

Distributed leadership has been discussed in educational and health literatures for some time; however it is only recently that this approach to leadership has appeared in mainstream management literature. The discussion of age-related changes and distributed leadership introduces and important topic for further research in newer forms of leadership.

Results from high‐stakes tests of intelligence are used everyday to make decisions that impact the lives of individuals and families. Although many clinicians know how to calculate test scores, few have a firm understanding of the construct intelligence, how tests measure intelligence, and more importantly, how results from intelligence tests may be used to develop client specific recommendations and interventions.

The purpose of this paper is to develop a theoretical framework to explain how leaders emerge in teams that lack a hierarchical structure. This framework emphasizes the perceptual processes through which team members determine whether or not an individual fits with the task, the group, and the situational context.

This paper builds on prior leadership research to develop a theoretical framework of emergent leadership, a testable model, and research propositions.

The authors suggest that team members’ perceptions of leadership fit depend on the potential leader's domain competence, fluid intelligence, willingness to serve, credibility, and goal attainment. A conceptual framework is developed to suggest these attributes combine to create perceptions of leadership fit that must correspond to the degree of stress in the situational context, which varies according to task criticality and time compression. The framework suggests that an individual perceived by team members to exhibit characteristics that fit with the situation will likely emerge as the leader.

This paper focusses on emergent leadership, but does not address which path to leadership may be best. Future research may also address group dynamics (i.e. cohesion or group potency) and the implications for leader emergence.

This research contributes to the discipline by suggesting a potential path of leader emergence in multiple contexts of situational stress and leader behaviors.

This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric properties, and various forms of validity lead to the conclusion that self‐report techniques measure a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance‐based measures have certain limitations, especially when scored with reference to consensual norms, which leads to problems of skew and restriction of range. Scaling procedures may partially ameliorate these scoring weaknesses. Alternative approaches to scoring, such as expert judgement, also suffer problems since the nature of the requisite expertise is unclear. Use of experimental paradigms for studying individual differences in information‐processing may, however, inform expertise. Other difficulties for performance‐based measures include limited predictive and operational validity, restricting practical utility in organizational settings. Further research appears necessary before tests of E1 are suitable for making real‐life decisions about individuals.

This chapter examines EI, presents a history of EI including the various models, and a discussion of the three streams approach to classifying EI literature. The author advocates for the efficacy of the Stream One Ability Model (SOAM) of EI citing previous authors and literature. The commonly used SOAM instruments are discussed in light of recent studies. The discussion turns to alternate tests of the SOAM of EI including Situational Judgment Tests (SJTs). Recommendations include an analysis of SOAM instruments, a new approach to measurement, and increased use of SJTs to capture the four-branch ability model of EI.

Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader’s cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice.

The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.