EMOTIONAL INTELLIGENCE, LEADERSHIP EFFECTIVENESS, AND TEAM OUTCOMES
By L. Melita Prati, Ceasar Douglas, Gerald R. Ferris, Anthony P. Ammeter, M. Buckley. 2003
500 citations recorded by the source corpus.
Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/dc6b80422df3c9a52b036ab98d421ad43a2756ad
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
- Neal M. Ashkanasy
- Deepika Dabke
- C. Daus
- John Antonakis
- Dirk Lindebaum
- S. Fielden
- Jarle Eid
- Carla Susana Marques
In Organizational Behavior and Human Resource Management
- Neal M. Ashkanasy
- Arménio Rego
- Miguel Pina e Cunha
- C. Daus
- Carla Susana Marques
- Filipa Sousa
- Deepika Dabke
- Paul T. Bartone
In Social Psychology
- Neal M. Ashkanasy
- Arménio Rego
- Miguel Pina e Cunha
- C. Daus
- Carla Susana Marques
- Filipa Sousa
- Dirk Lindebaum
- Deepika Dabke
Citations in the corpus
- Authentic leadership promoting employees' psychological capital and creativity (2012, background): “Employeesmay also feel psychologically safer, thus taking initiative for facing problems and opportunities in creative ways (Edmondson, 1999; Prati et al., 2003).”
- The case for the ability‐based model of emotional intelligence in organizational behavior (2005, background): “Rice (1999) studied 26 teams of claims adjusters working in the financial services center of a large insurance company.”
- ‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “Given these synthesized findings, the argument that the expression of anger suggests lack of emotional regulation and is persistently associated with leader ineffectiveness, as posited by popular as well more scientifically inclined writers (Goleman, 1998; Prati et al., 2003), becomes a rather unten”