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The purpose of this paper is to examine the most generally applied definitions and other aspects of emotional intelligence, as well as its associated managerial leadership competencies in corporate governance.

The paper adopted a descriptive methodology in describing emotional intelligence leadership for effective corporate governance.

The paper finds that the speed of change in the affairs of formal organizations worldwide tends to require the operations of those institutions to continually think and react to different situations. If people's emotions are pushed toward the range of enthusiasm performance can soar; if people are driven toward rancour and anxiety, they will be thrown of stride.

The emotional intelligence leadership discussed in this paper requires that for effective corporate governance, organizations have to grow emotional capital to handle issues of low morale, organizational stress, high staff turnover and lack of work/life balance. The paper propose that further research efforts could empirically assess the extent to which these emotional intelligence domains can influence managerial competence in diverse cultures.

The purpose of this paper is to highlight the potential implications and non-implications for leadership and organization development of a recent systematic review of empirical developments in organizational cognitive neuroscience (OCN).

Butler et al.’s (2016) systematic review of 40 empirical articles related to OCN is re-interpreted in terms of its potential to reveal (non-) implications for practice. OCN is critically discussed, then related to the research findings from studies with two methodological designs.

At this stage of OCN’s emergence, it appears that neuroimaging and physiology-based research methods have equal potential in their implications for practice, though hormonal data poses ethical public interest dilemmas. Both methods cannot be reduced to specific forms of application to practice, but they set an aspirational direction for the future development of leadership and organizations.

There appear to be two paces of translational activity – practitioners are moving more quickly than academics in applying OCN to practice. It is suggested that a meeting of minds may be needed to ensure that any risks associated with applying OCN to practice are minimized or eliminated.

Inter-disciplinary research, like OCN, requires a social consensus about how basic research in cognitive neuroscience can be applied to organizations. A think tank will provide opportunities for deeper engagement and co-production between academics and practitioners.

Critically exploring the potential implications of OCN for practice, by basing the discussion on a systematic review of empirical developments.

Badaracco of Harvard Business School suggests a “nudge‐test‐escalate” (NTE) approach in influencing and implementing change. In The Book of Changes (I‐Ching), the most archaic and authoritative works of the Chinese classics, it adopts a “test‐accelerate‐forge” (TAF) approach instead. The purpose of this paper is to examine the similarities and differences between these two models, and addresses the effectiveness of influential leadership when the models are used in the western and eastern settings, respectively. It also looks at the fundamental concepts that underlie the models and discusses the characteristics and virtues that an influential leader must possess in order to make change happen.

The paper reviews the Harvard model by Badaracco and extracts taken from I‐Ching. It makes comparisons between the Chinese and Western perspectives.

The paper provides a discussion on the NTE and the TAF three‐step approaches in their leadership style to understand how western and Chinese leaders exert their power of influence. This paper argues that although each adopts a three‐step approach in its leadership style, the differences lie in the philosophies that are used to guide the leader in influencing others. From the Western perspective, there are three pertinent virtues of “restraint, modesty, and tenacity” in pushing through change, while the Chinese adopt the three virtues of “prudence, balance, and authority” as their essential guide in leadership and by exercising self‐restraint and patience, resonance, and balancing.

The paper presents the pertinence and applicability of the Harvard model and the Chinese model since there is an increase of frequency of cross‐cultural communication in government, business, education, and other organisations. One of the trends in research on leadership is on leaders' quality in relation to organisational ethics and competencies of effective communication.

This paper presents a high level of comparative analyses between two influential models. It points out the need for leaders in both the western and Asian organisations to be aware of the two models so as to enhance their competencies and capacities in maximising change. This paper argues that Harvard model is well designed and highly applicable; and that the Chinese classics on influential leaders are still relevant in today's contexts.

Research has extensively underlined the positive impact of emotional, social and cognitive competencies on leadership effectiveness. Despite the fact that literature acknowledges that these competencies can be learned from different experiences over a person’s lifetime, research has mainly focused on leadership development in adulthood. Through the case study of the Ca’ Foscari Competency Centre, this chapter advances the understanding on how higher education can favour leadership development at the early stage, in terms of identity formation and self-regulation, through the implementation of the intentional change theory, considering that this learning process varies according to different developmental trajectories.

This chapter analyses common, contradictory, paradoxical patterns in the evolution and development of authentic leadership that emerged throughout this handbook. The authentic leadership literature has been valuable in focusing on and reawakening a wider discourse on leadership and in particular the need for a reappraisal of leadership values. The adamant, one might say absolutist, claims for the theory have begun to restrict understanding. The chapters in this book reveal dimensions and insights that broaden and diversify potential approaches to contextual understanding and exercising leadership. Reilly and Turcan conclude that authentic leadership is still in its embryonic stage and whether it will fully emerge and become a mature discipline remains to be seen.

This research investigates developmental experiences of executive leaders that result in effective capabilities over their lifetimes.

Qualitative study with 31 C-suite, Vice President, and Director-level executives, Methods used include semi-structured, critical incident interviews, constant comparative analysis, thematic analysis, protocol coding style, inductive coding, and NVivo.

Eight of the competencies from the emotional and social competency inventory – (ESCI) and three new themes, continuous learning, environmental aesthetic, and duality of awareness are identified as key differentiators of effective executive leaders.

The sample consisted of four organizations; study participants represented small- to medium-size private organizations in both profit and non-profit spheres, and the study relied on respondent’s recollections of past lived experiences.

My analysis suggests that this unique blend of competencies, themes, and behaviors enables leadership effectiveness within the healthcare, manufacturing, and professional services industries.

Contributions to leadership development literature through empirically rigorous, scientific study with executive leaders in the field suggest that emotional intelligence competencies are differentiators of executive performance and propose that executive development opportunities include multiple dimensions of emotional intelligence.

Technological advances, globalization, network complexity, and social complexity complicate almost every aspect of our organizations and environments. Leadership educators are challenged with developing leaders who can sense environmental cues, adapt to rapidly changing contexts, and thrive in uncertainty while adhering to their values systems. In a complex leadership context, inadequate leader responses can result in devastating organizational impacts akin to the butterfly effect from chaos theory. This paper advances a simple model for leadership education based on a program we designed to develop leaders who understand the nature of complex systems, reliably use their ethical value systems, are emotionally intelligent and resilient, and can adapt to emergent situations.

The purpose of this study was to explore compassionate leadership with those involved in leading system-wide end-of-life care. Its purpose was to: define compassionate leadership in the context of palliative and end-of-life care; collect accounts of compassionate leadership activity from key stakeholders in end-of-life and palliative care; and identify examples of compassionate leadership in practice.

Four focus groups involving staff from a range of healthcare organisations including hospitals, hospices and community teams were conducted to access the accounts of staff leading palliative and end-of-life care. The data were analysed thematically.

The themes that emerged from the data included: the importance of leadership as role modelling and nurturing; how stories were used to explain approaches to leading end-of-life care; the nature of leadership as challenging existing practice; and a requirement for leaders to manage boundaries effectively. Rich and detailed examples of leadership in action were shared.

The findings indicate that a relational approach to leadership was enacted in a range of palliative and end-of-life care settings.

Context-specific action learning may be a means of further developing compassionate leadership capability in palliative and end-of-life care and more widely in healthcare settings.

This paper presents data indicating how compassionate leadership, as a form of activity, is envisaged and enacted by staff in healthcare.