The role of emotional intelligence and personality variables on attitudes toward organisational change

By Maria Vakola, Ioannis Tsaousis, I. Nikolaou. 2004

392 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e35413b7e401ab0553e06d8d08df2845f5ca91ae

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature (2010, background): “Furthermore, only a limited number of studies in our entire sample encapsulated both a positive and negative view (Piderit, 2000; Vakola et al., 2004; Vakola & Nikolaou, 2005; Yousef, 2000a, 2000b).”
The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China (2010, background): “2004 ; Vakola, Tsaousis and Nikolaou 2004 ; Van Rooy and Viswesvaran 2004 ; Cote and Miners 2006 ; Mayer et al.”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “…example, programmes can include emotions management because managing emotions created by change, such as excitement and enthusiasm as well as fear, anger and resentment, is fast becoming a necessary tool for change leaders and is a required competency to become a change agent (Vakola et al., 2004).”
Who speaks up at work? Dispositional influences on employees' voice behavior (2008, background): “A few studies have explored the role of individual differences in occupational settings in Greece (Nikolaou and Robertson, 2001; Vakola et al., 2004) and the current study aims to develop further our understanding of the role of individual differences at work in Greece.”
Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior (2007, background): “Vakola, Tsaousis, and Nikolaou (2004) presented that EI contributes to a better understanding of the affective implications of a change of policy in an organization.”