Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior

By R. S. Rubin, D. Munz, William H. Bommer. 2005

643 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ba48ee40d932aebd00abae91460a3baaf6dfe4f9

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

1. Wei-Chi Tsai
2. Wilmar B. Schaufeli
3. R. Reichard
4. Frank Walter
5. Galit Meisler
6. Neuza Ribeiro
7. E. Vigoda-Gadot
8. W. Lin

In Organizational Behavior and Human Resource Management

1. E. Vigoda-Gadot
2. Wilmar B. Schaufeli
3. Frank Walter
4. Anouk Decuypere
5. Rubina Mahsud
6. Fred Walumbwa
7. Gregory E. Prussia
8. Nai‐Wen Chi

In Social Psychology

1. E. Vigoda-Gadot
2. R. Reichard
3. Anouk Decuypere
4. Frank Walter
5. Heike Bruch
6. Nai‐Wen Chi
7. Wilmar B. Schaufeli
8. Scott Sonenshein

Citations in the corpus

• Emotional Intelligence in Organizations (2014, background): “It has also been called empathic accuracy (Côté et al. 2011b), emotion recognition ability (Rubin et al. 2005), andnonverbal receiving ability (Buck et al. 1980).”
• Confucian and Taoist Work Values: An Exploratory Study of the Chinese Transformational Leadership Behavior (2013, background): “Among contemporary theories of leadership, Chinese traditional thought considerably fits transformational leadership behavior (Avolio et al. 1999; Bass 1985; Podsakoff et al. 1996), the paradigm of which is at present mostly wide accepted (Rubin et al. 2005).”
• Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Research on transformational leadership also shows that agreeableness, emotional recognition, and positive affect might also play a role in positive leader behavior (Rubin et al., 2005), whereas research on ethical leadership showed the importance of agreeableness and conscientiousness (Walumbwa and”
• Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees (2010, result): “As far as we could fi nd, most of the studies that adopted one of these approaches suggest that EI is correlated with more positive work outcomes, improved performance and success at work (i.e., Coté and Miners 2006; Elfenbein et al. 2007; Rubin, Munz, and Bommer 2005).”