Emotion in the workplace: The new challenge for managers

By Neal M. Ashkanasy, C. Daus. 2002

658 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/60ecf8bebaaa3d2ffd0f805f24c02839eae64742

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, neutral): “, 1996; Avolio and Bass, 1997), thus far support for a predictive relationship between EI and organizational outcomes has been generally more intuitive and rhetorical than empirical (Ashkanasy and Daus, 2002; Lam and Kirby, 2002; Humphries et al., 2003).”
“Can you see the real me?” A self-based model of authentic leader and follower development (2005, positive): “In particular, transformational leaders are deemed to possess higher levels of emotional intelligence that heighten their awareness of their own and others’ emotions and enhance their abilities to display individualized consideration (Ashkanasy & Daus, 2002; Ashkanasy & Tse, 2000).”
Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated (2005, background): “In earlier articles on this topic (Ashkanasy & Daus, 2002, Ashkanasy et al., 2002), we listed the following “safe” four-point summary of views on emotional intelligence: 1.”
Examining the Relation Between Ethical Focus and Financial Performance in Family Firms: An Exploratory Study (2010, background): “Specifically, research shows that positive moods in employees relates to a positive impact on relationships with customers (Ashkanasy & Daus, 2002).”
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].”
Towards understanding the role of emotions in conflict: a review and future directions (2008, background): “The literature on conflict has developed with an almost complete neglect of emotions and even when emotions have been considered in the conflict literature, it has been examined more as a fallout of conflict (Ashkanasy and Daus, 2002; Kolb and Putnam, 1992; Pareek, 1992; Yang and Mossholder, 2004) a”
Current Emotion Research in Organizational Behavior (2011, background): “Level 5: The Organizational Level Level 5 of the model takes a whole-of-organization perspective where, as Ashkanasy and Daus (2002) point out, the aim should be for a “healthy emotional climate,” where the positive emotions need to be created and then sustained across the whole organization (see…”
To Act or not to Act: The Dilemma Faced by Sexual Harassment Observers (2005, background): “Again, this strikes us as a particularly timely topic, given recent interest in emotions in work organizations (e.g., Ashkanasy & Davis, 2002; Huy, 1999; Jordan, Ashkanasy , & Hartel, 2002; Pugh, 2001).”
Career commitment and career success: moderating role of emotion perception (2004, background): “Emotional intelligence Emotional intelligence, an individual difference that can be developed, is related to, yet distinct from, other intelligences (Ashkanasy and Daus, 2002).”
Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006, background): “The concept of emotional intelligence has had an unusually important impact on managerial practice (Ashkanasy and Daus, 2002).”