Cognitive, social, and emotional intelligence of transformational leaders.

By B. Bass. 2002

106 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/25d3cf92a44e95205d2461231ae2a16431e2c058

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Citations in the corpus

Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross‐Border Leadership Effectiveness in a Globalized World (2011, background): “For example, Bass (2002) argued that multiple intelligences are a core element of transformational leadership.”
Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis (2010, background): “As a consequence, it has been suggested that other, unexplored factors such as EI may play a prominent role in predicting transformational leadership behaviors (Bass, 2002; Brown & Moshavi, 2005; Nye, 2008).”
Effectiveness of Transformational Leadership among Different Cultures (2020, unknown): “Burns (1978) conceptualization of transformational and transactional leadership styles have been improved and empirically evaluated by Bass (1985, 2002) based on the personal and organizational level.”
The impact of service provider emotional intelligence on customer satisfaction (2005, background): “, 2003), effective leadership (Bass, 2002; Caruso et al., 2002; Higgs and Aitken, 2003), and productivity (Boyatzis et al.”
Gender Differences in Social and Emotional Skills and Charismatic Leadership (2005, background): “, Bass, 1998) and limited empirical findings (Bass et al., 1996; Carless, 1998), women leaders in the present study were more likely to enact charismatic leadership. This finding is important because previous attempts to link leader gender with charisma (e.g., Hackman et al., 1992; Carless, 1998) ut”
The Relationship Between Transformational Leadership and Emotional Intelligence from a Gendered Approach (2012, background): “Thus, transformational leaders, for instance, generally use emotional support; that is, they are able to spread their own emotions and they understand their followers’ emotions (Avolio & Bass, 2002; Bass, 1996, 2002; Lopez-Zafra, 2001).”
Considering context in discursive leadership research (2009, background): “A leader’s vision became a key feature of charismatic (Conger & Kanungo, 1987; House, 1977; Shamir et al., 1993) and transformational leadership (Bass, 1988, 1990, 2002) models, although too often leaders were cast as the primary (read, only) symbolizing agents (Fairhurst, 2001).”
WICS: A Model of Leadership in Organizations (2003, background): “In the terms of Bass and Avolio (Avolio, Bass, & Jung, 1999; Bass, 1985, 1998, 2002; Bass, Avolio, & At water, 1996), transact ional leaders are more likely to pursue Options a to c. Transformational leaders, on the other hand, are more likely to pursue any of Options e to h (and possibly d).”
A model of educational leadership: Wisdom, intelligence, and creativity, synthesized (2005, background): “In the terms of the theory of leadership proposed by Bass and Avolio (Avolio, Bass and Jung 1999), Bass 1985, 1998, 2002; Bass, Avolio and Atwater 1996), transactional leaders are more likely to pursue styles of creative leadership that maintain existing paradigms such as replication, redefinition,…”
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “Effective leadership and emotion regulation are increasingly seen as corollaries (Ashkanasy and Tse 2000; Bass 2002; Caruso et al. 2002; George 2000; Pescosolido 2002, 2005; Pirola-Merlo et al. 2002).”