Emotional intelligence, moral reasoning and transformational leadership

By N. Sivanathan, G. C. Fekken. 2002

279 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9bc02d7c072458c8be663de347730e17e2f6cc84

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. Emma L. Tickle
2. J. Brownlee
3. Di Nailon
4. Nick Turner
5. T. T. Manning
6. Tripti Singh
7. Sheldene Simola
8. Atika Modassir

In Social Psychology

1. Emma L. Tickle
2. J. Brownlee
3. Di Nailon
4. T. T. Manning
5. Tripti Singh
6. Sheldene Simola
7. Atika Modassir
8. Cheok San Lam

Citations in the corpus

• Personal epistemological beliefs and transformational leadership behaviours (2005, background): “…particular leadership styles, the influence of metacognition and cognition on leadership behaviours, and avenues through which transformational leadership behaviours can be identified and developed (Barling, et al. 2000; Kelloway & Barling, 2000; Sivanathan & Fekken, 2002; Zacharatos, et al. 2000).”
• 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).”
• Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care (2010, background): “Sivanathan & Fekken, 2002; Turner, Barling, Epitropaki, Butcher, & Milner, 2002), we”
• Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, unknown): “EI might show direct relationships with the outcome measures or explain residual variance in those measures after controlling for the effects of TL.”
• Transformational Leadership and Leaders’ Mode of Care Reasoning (2011, unknown): “This approach is both consistent with and facilitates direct comparison with previous studies (e.g., Simola et al. 2010; Sivanathan and Fekken 2002; Turner et al. 2002).”
• Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “…intelligence and transformational leadership (AB) Many studies have found a positive relationship between emotional intelligence and transformational leadership style (Barling et al., 2000; Duckett and Macfarlane, 2003; Leban and Zulauf, 2004; Palmer et al., 2001; Sivanathan and Fekken, 2002).”
• Kouzes and Posner's Transformational Leadership Model in Practice: The Case of Jordanian Schools (2009, background): “…has shown that transformational leadership where “leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, p. 20) is positively associated with principals’ effectiveness in implementing a reform agenda (Coad & Berrry, 1998; Sivanathan & Fekken, 2002).”
• Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator (2017, background): “Sivanathan and Fekken (2002) analyzed that a huge number of followers perceived their leaders with high EI are real, influential and creative.”
• Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior (2007, background): “Analysis by Sivanathan and Fekken (2002) showed that the followers perceived leaders with high EI as more effective and transformational.”