LEADERSHIP AT THE TOP: THE NEED FOR EMOTIONAL INTELLIGENCE IN ORGANIZATIONS
By V. Dulewicz, M. Higgs. 2003
209 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/eb027540026c82a036ce7f15d10765de138bb7e1
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The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Artemis Chang
- A. K. Mazur
- A. Pisarski
- Chun-Fang Chiang
- Joseph Yosi Amram
- S. Jang
- L. Froman
- Hyun Jung Lee
In Social Psychology
- Artemis Chang
- A. K. Mazur
- A. Pisarski
- L. Froman
- Chun-Fang Chiang
- Joseph Yosi Amram
- S. Jang
- Hyun Jung Lee
Citations in the corpus
- How Emotional Intelligence Mediates Emotional Labor in Public Service Jobs (2015, background): “…that higher levels of emotional intelligence 264 Review of Public Personnel Administration 35(3) improve managerial performance and leadership ability (Berman & West, 2008; Dulewicz & Higgs, 2003; Newman et al., 2009; O’Leary, Choi, & Gerard, 2012; Van Wart, 2010; Vigoda-Gadot & Meisler, 2010).”
- Rating defence major project success: The role of personal attributes and stakeholder relationships (2014, background): “Despite the popularity of Dulewicz and Higgs’ (2003) three leadership competencies (Mills, 2009), Jordan, Ashkanasy and Ascough, (2007) contend that Dulewicz and Higgs (2003) have conceptualised emotional intelligence as comprising of confounding factors, such as personality.”
- Positive Psychology in the Workplace (2010, background): “concepts have provided increased support for the learned conceptual view (Boyatzis et al. 2002; Dulewicz and Higgs 2003; Gardner and Stough 2002; Riggio and Reichard 2008).”
- The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “In a survey of 100 corporate board directors, Dulewicz and Higgs (2003) found that the Chairman and CEO, the most significant leadership positions within the director group, self-reported higher levels of trait-EI than the other directors.”
- The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies (2008, result): “…indicates a possible correlation between leadership and empowerment, many previous studies suggest a possible correlation between leadership and trust as well as leadership and organizational culture (Chen, 2004; Dulewicz & Higgs, 2003; Loene, Vogelaar, & Soeters, 2002; Lok & Crawford, 2004).”