Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness

By David Rosete, Joseph Ciarrochi. 2005

688 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e90b7588e31849055a2ca43233827d09ba26ce9c

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences (2010, background): “Particularly significant from a project’s perspective have been associations found between EI and leadership (Barling, Slater, & Kelloway, 2000; Rosete & Ciarrochi, 2005), team effectiveness (Jordan, Ashkanasy, Hartel, & Hooper, 2002), and workgroup effectiveness (Druskat & Wolff, 2001).”
Emotional intelligence and leadership effectiveness (2006, background): “, 2003) and other personality measures (Caruso et al., 2002; Rosete and Ciarrochi, 2005).”
Emotional Intelligence, its Measurement and Implications for the Workplace (2008, result): “Although it is the MSCEIT measure which has tended to dominate the literature, there are several other ability-based measures.”
Improving Emotional Intelligence: A Systematic Review of Existing Work and Future Challenges (2018, background): “This is because EI has been shown to play a role in effective leadership (Coté & Miners, 2006; Rosete & Ciarrochi, 2005; Sy, Tram, & O'Hara, 2006) and professional success (Côté, Gyurak, & Levenson, 2010).”
Emotional Intelligence: What Does the Research Really Indicate? (2006, background): “Rosete and Ciarrochi (2005) had a group of executives complete the MSCEIT, a personality measure (the 16PF5), and a measure of cognitive ability (the Wechsler Abbreviated Scale of Intelligence).”
Emotional Intelligence: Toward Clarification of a Concept (2010, background): “For example, Rosete and Ciarrochi (2005) found that the perceiving emotion scores on the MSCEIT predicted how goals were achieved over and above personality characteristics and cognitive intelligence.”
Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors (2012, neutral): “…2002), follower mood (e.g., Sy, Côté, & Saavedra, 2005), and evaluations of leader effectiveness (e.g., Kerr, Garvin, Heaton, & Boyle, 2006; Rosete & Ciarrochi, 2005); while at the higher level of analysis, leader emotionality has been tied The Leadership Quarterly 23 (2012) 1–12 ⁎…”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “…intelligence in transformational leadership (e.g., Antonakis, 2004; Locke, 2005), research has been generally supportive of the idea that emotional intelligence is linked to transformational leadership (e.g., see Barling, Slater, & Kelloway, 2000; Daus & Ashkanasy, 2005; Rosete & Ciarrochi, 2005).”
The effects of emotional intelligence on job performance and life satisfaction for the research and development scientists in China (2008, background): “In addition, a leader’s EI was found to affect leadership effectiveness and followers’ satisfaction and extra-role behaviors ( Rosete & Ciarrochi, 2005; Wong & Law, 2002).”
Current Emotion Research in Organizational Behavior (2011, background): “…for cognitive ability and personality; Leban and Zulauf (2004) reported that MSCEIT scores were correlated with project managers’ leadership behaviors; and Rosete and Ciarrochi (2005) found that managers’ MSCEIT scores were related to their performance when assessed by their own superiors.”
EMOTIONAL INTELLIGENCE AND LEADERSHIP EMERGENCE IN SMALL GROUPS (2010, background): “Similarly, the findings of past research on emotional intelligence and leadership effectiveness (Rosete & Ciarrochi, 2005) may not generalize to leadership emergence.”