Emotional intelligence as the basis of leadership emergence in self-managing teams ☆

By S. Wolff, A. Pescosolido, V. Druskat. 2002

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Emergent leaders as managers of group emotion (2002, background): “Additionally, emergent leaders are thought to be especially empathetic and responsive to follower needs (Wolff et al., 2002; Yammarino, 1996).”
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, positive): “Wolf et al. (2002) used EI to explore the emergence of leaders within self-managed teams and found that empathy was related to selection for leadership positions.”
Emotional Intelligence: Sine Qua Non of Leadership or Folderol? (2011, neutral): “Initial evidence also points toward fascinating connections between the leadership criteria discussed here, wherein leaders’ specific behaviors mediate the relationship between EI and leadership emergence/effectiveness (Byron, 2007; Wolff et al., 2002).”
EMOTIONAL INTELLIGENCE AND NEGOTIATION: THE TENSION BETWEEN CREATING AND CLAIMING VALUE (2004, methodology): “Wong and Law’s (2002) original scale was a selfreport measure of emotional intelligence developed around Mayer, Caruso and Salovey’s (1999) four-branch model of EI: perceiving emotions, using emotions, understanding emotions, and regulating emotions.”