Organizational leadership and social intelligence.

By Stephen J. Zaccaro. 2001

89 citations recorded by the source corpus.

Subfields: Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/e44cca123497d46dbee7ca6b611afd979e7c66a1

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In Management Science and Operations Research

Citations in the corpus

Understanding and Measuring Linear–NonLinear Thinking Style for Enhanced Management Education and Professional Practice (2007, unknown): “(Dane & Pratt, 2006; Sadler-Smith & Shefy, 2004; Maani & Maharaj, 2004; Regine & Lewin, 2003; Zaccaro, 2002; Sternberg, 2002; Buenger, Daft, Conlon, & Austin, 1996; Csikszentmihalyi, 1996; Damasio, 1994; DeBono, 1992).”
Leadership theory and practice: Fostering an effective symbiosis (2003, background): “…conceptual frameworks for linking leadership to these and similar competencies (Caruso et al., 2002; Caruso & Wolfe, in press; Goleman et al., 2002; Zaccaro, 1999, 2002), and begun the empirical testing necessary for validation (Kobe, Reiter-Palmon, & Rickers, 2001; Sosik & Megerian, 1999; Wong &…”
Leader Political Skill and Team Performance (2004, background): “Zaccaro (2002)suggested that “. . . successful social influence by the leader requires the mastery of a range of skills and the ability to select and apply them to the appropriate situation” (p. 45), and we argue that leader political skill is one of those key skills that is critical to leadership…”
Intelligence and leadership: a quantitative review and test of theoretical propositions. (2004, unknown): “This school of thought has labeled this general concept “social intelligence” (Boal & Hooijberg, 2000; Zaccaro, 2002), “practical intelligence” (Sternberg, 1997), “emotional intelligence” (Sosik & Megerian, 1999), or “sociopolitical intelligence” (J.”
The emotional and social intelligences of effective leadership: An emotional and social skill approach (2008, background): “Interestingly, although social intelligence has been connected to effective social functioning in general (Cantor and Kihlstrom, 1987) and to effective leadership specifically (Zaccaro, 2002), there has been no agreed-upon framework outlining the specific dimensions of social intelligence or ways to”
The relationships among social intelligence, emotional intelligence and cultural intelligence (2009, background): “Organizations seem to have developed a keen interest in SI, EI and CQ, because they have been linked to positive outcomes such as leadership (Kobe et al., 2001; Wong and Law, 2002; Zaccaro et al., 2002; Caruso et al., 2002b; Prati et al., 2003a; Alon and Higgins, 2005; Hoffman and Frost, 2006).”
Trait-based perspectives of leadership. (2007, background): “Further, Hooijberg and colleagues (Hooijberg, 1996; Hooijberg & Quinn, 1992) argued that effective leaders have an expansive behavioral repertoire and can effectively apply the appropriate responses to different situations (see also Zaccaro, Gilbert, et al. 1991; Zaccaro, 2002).”
Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership (2005, result): “This finding is consistent with previous research on selfmonitoring (Snyder, 1974) and behavioral flexibility (Zaccaro, 2002) that suggests effective leaders must be adept in social situations and adjust their behavior to the changing dynamics of their work group.”