WHY “EMOTIONAL INTELLIGENCE” DOES NOT PREDICT LEADERSHIP EFFECTIVENESS: A COMMENT ON PRATI, DOUGLAS, FERRIS, AMMETER, AND BUCKLEY (2003)

By John Antonakis. 2003

122 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/25073974f694c0ce1fe345c9482bc7f77d5f079b

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Citations in the corpus

Culture's Influence on Emotional Intelligence: An Empirical Study of Nine Countries (2014, background): “While EI is clearly a topic of international interest (Schulze and Roberts, 2005), this lack of knowledge on cultural impacts on EI has been identified in the literature (e.g., Antonakis, 2003, 2004; Prati et al., 2003; Salovey, 2005) as an area which needs to be addressed.”
‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “In addition, Antonakis (2003) seriously doubts whether an emotional outburst is detrimental to leader effectiveness.”
Does leadership need emotional intelligence (2009, background): “Self-reported trait EI will not do the trick, particularly if researchers control for IQ and personality (see Antonakis, 2003, 2004).”
The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “Yet, due to methodological concerns and some conflicting and mixed results (Antonakis, 2003; Feyerhem & Rice, 2002), additional tangible outcome data is needed to fully test the predictive power of EI on effective business leadership.”
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, unknown): “Prati et al. (2003) makes an even more comprehensive case for a positive relationship between EI and leadership, a perspective which has attracted equal amounts of attention and sharp criticism on theory development and interpretation of previous research (Antonakis, 2003).”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, background): “Others have speculated that “even the most positive or charismatic leaders may use negative emotions (e.g., anger toward outgroup members) to energize followers” (Bono & Ilies, 2006: 320; see also Antonakis, 2003).”
Emotional Intelligence in Organizations (2014, background): “For instance, identifying when it may hurt leaders to perceive their subordinates’ emotions (Antonakis 2003) is an intriguing research question.”
ON WHY “EMOTIONAL INTELLIGENCE” WILL NOT PREDICT LEADERSHIP EFFECTIVENESS BEYOND IQ OR THE “BIG FIVE”: AN EXTENSION AND REJOINDER (2004, background): “I likened emotional or social gauging ability in terms of learning and applying scripts—a form of schematic knowledge that is tacitly held (Antonakis, 2003).”
Emotional Intelligence and Education: A critical review (2007, background): “For example, with regard to leadership effectiveness, Antonakis (2003) points out that elevated levels of emotional recognition might not be useful, because individuals could easily gauge and then magnify or misinterpret emotions in others.”