The case for the ability‐based model of emotional intelligence in organizational behavior

By C. Daus, Neal M. Ashkanasy. 2005

477 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1f768d3e7f9c93f03697633494a4c4e11cb74d04

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis (2010, background): “Moreover, there are a number of theoretical arguments to be made for the relationship between EI and effective leadership, specifically transformational leadership (Daus & Ashkanasy, 2005).”
Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, background): “Responses to such critiques by proponents of Mayer and Salovey’s ability model have established its validity (see: Mayer et al., 1999, 2004; Daus and Ashkanasy, 2005).”
Emotional intelligence and organizational commitment: Testing the mediatory role of occupational stress and job satisfaction (2011, background): “Emotional intelligence and Job satisfaction Emotional intelligence is an important predictor of key organizational outcomes including job satisfaction (Daus and Ashkanasy, 2005).”
Emotional intelligence and counterpart mood induction in a negotiation (2006, background): “Participants who score high on emotional facilitation may fake positive emotions to facilitate problem solving (Cage et al., 2004, as cited in Daus and Ashkanasy, 2005).”
The Value of Emotional Intelligence for High Performance Coaching (2011, background): “Despite the divergence in EI research, Mayer and Salovey’s [10] ability model that is driven by an intelligence criterion retained scholarly recommendations [13-15] because it sufficiently described the EI construct as an individual’s ability to effectively manage the interplay between emotion and c”
Why Does Affect Matter in Organizations (2007, background): “…outcomes (Barrick & Mount, 1991). theoretically and methodologically, currently undergoing its own set of growth crises on a variety of dimensions (see Conte, 2005; Daus & Ashkanasy, 2005), including methodological challenges within the current ability-based tests (Matthews et al., 2004).”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, background): “Furthermore, various researchers have advocated the use of performance-based tests of EI over self-report measures, because performance tests may be more psychometrically valid (e.g., Daus & Ashkanasy, 2005; Mayer, Roberts, & Barsade, 2008).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, methodology): “Furthermore, ability measures (such as the MSCEIT used to measure ability emotional intelligence, see Daus & Ashkanasy, 2005) could be employed to study LMX and affect in future research.”