The emotional and social intelligences of effective leadership: An emotional and social skill approach

By R. Riggio, R. Reichard. 2008

338 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3db13dc6c7e5d39f114744f9f4212fd76366bd28

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Heike Bruch
2. Frank Walter
3. J. T. Chan
4. N. Clarke
5. Kerri Anne Crowne
6. Clifford J. Mallett
7. Jochen I. Menges

In Social Psychology

1. J. T. Chan
2. N. Clarke
3. Gina Castle Bell
4. Elizabeth M. Minei
5. Kerri Anne Crowne
6. M.C. Robinson
7. Harry Weger
8. Heike Bruch

Citations in the corpus

• The Value of Emotional Intelligence for High Performance Coaching (2011, background): “Inherently, what may contribute to enhancing effective leadership, and the difference between good and great leadership, is EI: the ability to perceive, use, understand, and manage emotions intelligently [20-23].”
• The Relative Effectiveness of Active Listening in Initial Interactions (2014, background): “…on the Active Empathic Listening scale (AEL) associate positively with Riggio’s (2005) measures of social sensitivity, social expression, emotional sensitivity, and social control, all of which are related to a host of positive interaction and relationship outcomes (e.g., Riggio & Reichard, 2008).”
• The relationships among social intelligence, emotional intelligence and cultural intelligence (2009, background): “Furthermore, scholars have recently argued that EI and SI both utilize three communication skills of expressiveness, sensitivity and control, although these skills are somewhat different in each domain (Riggio and Reichard, 2008).”
• An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, background): “Such skills are more specific than EI because they focus on the use of emotional abilities in interaction situations, and they may benefit charismatic leadership by enabling leaders to communicate an emotion-laden vision and to act as engaging role models (Riggio & Reichard, 2008).”
• Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences (2010, background): “Emotional intelligence abilities are believed to be associated with more effective communication through emotional expressivity and in recognizing the emotional content of others’ communication (emotional sensitivity) (Riggio & Reichard, 2008).”