Emotional Intelligence and Organizational Effectiveness

By Lori LaCivita, W. Wilson, Harold Abel. 2008

135 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/818ed26f1770f1a0042b6eccbff4b6b3cd4f7885

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Citations in the corpus

The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “…established the reliability and validity of several EI constructs, there is an increasing interest in the role of EI in business organizations and leadership because teamwork and collaboration are required in groups (Abraham, 1999; Cherniss, 2000, 2001; Cooper & Sawaf, 1997; Robins, 2002).”
A meta-analysis of emotional intelligence effects on job satisfaction mediated by job resources, and a test of moderators (2017, background): “…Boyatzis et al., 2011; Goleman, 1995; Mayer & Salovey, 1997; Miao, Humphrey, & Qian, 2016a, 2016b; O'Boyle, Humphrey, Pollack, Hawver, & Story, 2011; Petrides & Furnham, 2000, 2001, 2003, 2006; Petrides, 2009a, 2009b; Petrides et al., 2016; Salovey & Mayer, 1990; Walter, Cole, & Humphrey, 2011).”
Assessing Emotional Intelligence (2009, background): “Cherniss (2000, 2001) claims that Emotionally Intelligent managers have less employee turnover, develop staff in a superior manner, promote emotionally intelligent teamwork, and enable people to perform more effectively – again, without published empirical data to back up these claims.”
The Relationship Between Transformational Leadership and Emotional Intelligence from a Gendered Approach (2012, background): “In the workplace, emotional intelligence could be an important factor in influencing organizations to be more productive and profitable (Cherniss, 2001; Joseph, Newman, & MacCann, 2010; Zeidner, Matthews, & Roberts, 2009).”
Are the emotionally intelligent good citizens or counterproductive? A meta-analysis of emotional intelligence and its relationships with organizational citizenship behavior and counterproductive work behavior. (2017, background): “…prosocial organizational citizenship behavior (OCB) and CWB. Goleman's (1995) book aroused considerable controversy because of his claim that EI was often more important than IQ in determining success at school and at work (see also Cherniss, 2001), and this controversy continues to this day.”
The relationship between emotional intelligence and the dark triad personality traits: A meta-analytic review (2019, background): “EI predicts important outcomes across both firm- and individual-levels (Cherniss, 2001; Goleman, 1995; Goleman, Boyatzis, & McKee, 2013), and, due to the importance and popularity of EI, it has been acknowledged as one of the most extensively studied emotion- ⁎ Corresponding author.”
Leader emotional intelligence and subordinate job satisfaction:a meta-analysis of main, mediator, and moderator effects (2016, unknown): “Since leaders play a decisive role in shaping an organization’s culture (Cherniss, 2001), the expression of basic assumptions espoused by leaders is held in high esteem by the followers, and the values endorsed by leaders guide an organization’s missions, goals, and actions.”