Primal Leadership: Realizing the Power of Emotional Intelligence

By Mark A. Arvisais. 2003

1,100 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/352a0e72a08d61fa587e022f5fb73016c44528ef

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In Social Psychology

Citations in the corpus

The manager as coach as a driver of organizational development (2010, positive): “Coaching is a psychological interpersonal process, and the role of emotions and how these are leveraged is critical to learning and development in a coaching relationship (Goleman et al., 2002).”
Peer coaching: a constructivist methodology for enhancing critical thinking in postgraduate business education (2006, methodology): “This reconstruction is characteristic of the constructivist approach reported in the literature (Biehler & Snowman, 1997) and Boyatzis’s theory of self-directed learning (Goleman et al., 2002).”
The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “Some authors suggest that EI accounts for over 80 percent of leader effectiveness (Bennis, 2001; Goleman, 1998a; Goleman et al, 2002).”
Effect of Middle-level Leader and Teacher Emotional Intelligence on School Teachers’ Job Satisfaction (2010, background): “Proponents of EI argue that both leader and subordinate EI should have positive impact on job outcomes such as performance and satisfaction (Goleman, 1995; Goleman et al., 2002).”
Emotional Intelligence, its Measurement and Implications for the Workplace (2008, methodology): “Subsequent refinement of the model (Goleman 1998; Goleman et al. 2002) has further broadened the concept to accommodate a wider range of personality characteristics and behavioural competencies which compromise the criteria required of a pure ability model of intelligence.”
The impact of emotional intelligence on accuracy of self‐awareness and leadership performance (2011, positive): “Despite their differences, both the mixed and ability models posit a positive relationship between non-cognitive capabilities and desired interpersonal and organizational outcomes (e.g. Goleman et al., 2002; Wong and Law, 2002; Mayer and Salovey, 1997).”
“Can you see the real me?” A self-based model of authentic leader and follower development (2005, neutral): “(Other processes whereby authentic leaders influence followers such as emotional contagion and positive social exchanges are described by Ilies et al. (2005) in their contribution to this Special Issue).”
Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership (2009, background): “Recently, a number of authors find that leadership is also a product of subtle and largely invisible inner feelings, thoughts, states and intuitions (Badaracco, 2002; Boyatzis & McKee, 2005; Goleman, 1998; Goleman et al., 2002; Kriger & Malan, 1993).”
A Social Work Model of Empathy (2009, neutral): “1 Iacoboni (2008) 2 Kaplan & Iacoboni (2006) 3 Gallese & Goldman (1998) 4 Rizzolatti & Craighero (2004) 5 Hoffman (2000) 6 Davis (1996) 7 Decety & Moriguchi (2007) 8 Decety & Jackson (2006) 9 Gerdes & Segal (In press) 10 Segal (2008) 11 Segal (2007a) 12 Segal (2007b) 13 Segal (2006) 14 Batson (1991)”
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011, background): “Indeed, Goleman et al. (2002) highlight the significant role of “mood contagion” in increasingly complex leadership contexts.”
Current Emotion Research in Organizational Behavior (2011, background): “2 Some authors of some of Stream 3 measures (e.g., Goleman et al., 2002) no longer purport to measure “emotional intelligence” and refer instead to “emotional competency.””