Examining the relationship between leadership and emotional intelligence in senior level managers

By Lisa Gardner, Con Stough. 2002

742 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/431261684d0352c6253640a4d1bc6468a6ae099d

How researchers see this paper

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

In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional Intelligence, its Measurement and Implications for the Workplace (2008, background): “More recently, Gardner and Stough (2002) found that EI, as measured by the 65-item self-report inventory, SUEIT (Palmer and Stough 2001) was positively related to all four component factors of transformational leadership.”
Leadership Across Cultures: Attachment Style Influences (2003, background): “Emotional intelligence and transformational leadership are very strongly related (e.g. Gardner & Stough, 2002; Sivanathan & Fekken, 2002; Barling, Slater & Kelloway, 2000; Palmer, Walls, Burgess & Stough, 2001).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Transformational leadership is more positively correlated to higher emotional intelligence than transactional leadership (Gardner and Stough, 2002).”
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, positive): “This is an empirical study, using a large and robust sample that examines a number of possible relationships between EI, as measured by a venerable and widely used measure, Bar-On’s (1996) Emotional Quotient Inventory (EQI), TL and DO.”
Emotional Intelligence and its Relationship with Leadership Practices (2010, background): “Emotional intelligence is not just able to manage one’s feelings, but also being able to manage the moods and emotions of others (George, 2000). Hence, the influence of emotional intelligence on the leadership practices is understandable. It is noticed from the table that the “interpersonal relation”
Resilient leadership: a transformational-transactional leadership mix (2015, background): “Several empirical studies have found some positive link between the transformational leadership approach and emotional intelligence (Herbert, 2011; Gardner and Stough, 2001; Rahman et al., 2012; Afsheen et al., 2011).”
Emotional Intelligence Training: A Case of Caveat Emptor (2006, background): “…training; workplace learning Emotional intelligence (EI) has been suggested as providing a new perspective on how leadership and teamwork necessary for performance in today’s workplace might be more effective and better understood (Barling, Slater, & Kelloway, 2000; L. Gardner & Stough, 2002).”
Building better work places through individual perspective taking: A fresh look at a fundamental human process (2008, background): “…leaders who considered the impact of their decisions on others’ feelings when making decisions were rated as more transformational by their team members and superiors than leaders whose decision making was based on more rational, cost-benefit analysis (Caruso & Wolfe, 2004; Gardner & Stough, 2002).”
The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction (2016, background): “Recent studies have found an effect of EI in predicting workplace stress levels (Nikolaou & Tsaousis, 2002; Singh & Sharma, 2012), leadership (Gardner & Stough, 2002), organizational citizenship behavior (Abraham, 1999; Turnipseed & Vandewaa, 2012), managerial effectiveness (Srivastava & Nair,…”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, methodology): “In this respect, various researchers (e.g., see Ashkanasy & Tse, 2000, Gardner & Stough, 2002; George, 2000) have postulated that emotional intelligence is especially critical in the instance of transformational leadership skills.”
Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator (2017, background): “This misperception remained until Daniel Goleman theory of the fame (Goleman, 1998) in which he explained Emotional intelligence with the support of competencies and skills. The empathetic behavior was studied by Rebello (2011) in an educator’s perspective and proved that teachers/ lecturers who wer”
Emotional intelligence and participation in decision-making: strategies for promoting organizational learning and change (2004, background): “Emotionally intelligent individuals prefer involvement because of their ability to relate in congruent and open ways (Gardner and Stough, 2002; George, 2000), and feel at home working within an organizational philosophy that promotes and recognizes individual and team contributions.”
Personal epistemological beliefs and transformational leadership behaviours (2005, background): “In this “leader-member” exchange relationship, the leader fulfils the needs of the followers in exchange for the subordinate’s performance meeting basic expectations ( Gardner & Stough, 2002, p. 68 ).”
Emotional intelligence and leader member exchange (2011, background): “However, with few exceptions ( Gardner and Stough, 2002”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, positive): “Charismatic leadership has been associated with selfreport measures of both ability-based (L. Gardner & Stough, 2002; Groves, 2005; Middleton, 2005; Palmer, Walls, Burgees, & Stough, 2001; Walter & Bruch, 2007) and mixed-model EI (Barbuto & Burbach, 2006; Barling, Slater, & Kelloway, 2000; Mandell…”