EMOTIONAL INTELLIGENCE AND LEADERSHIP EMERGENCE IN SMALL GROUPS

By Stéphane Côté, P. Lopes, Peter Salovey, Christopher T. H. Miners. 2010

278 citations recorded by the source corpus.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f722e61d9a8896303c99f01ba821905b4256de3f

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In Clinical Psychology

In Experimental and Cognitive Psychology

In Social Psychology

Citations in the corpus

Current Emotion Research in Organizational Behavior (2011, background): “Dahling and Perez (2010) found that older, more experienced workers were more likely to use deep acting and to express naturally felt emotions, and thus less likely to use surface acting. Hochschild (1983) also argued that performing emotional labor can have harmful effects on service providers.”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “014 subordinates to adapt to changeful environment (Côté et al., 2010), which can improve efficiency satisfaction of other participants as well as facilitate organizational execution.”
Understanding the positive and negative effects of emotional expressions in organizations: EASI does it (2014, background): “For instance, Côté et al. (2010) found that people who are capable of accurately perceiving, using, understanding and managing their own and others’ emotions (i.e. who score high on emotional intelligence; Mayer and Salovey, 1997) are more likely to attain a leadership position in small groups.”
Emotional Intelligence in Organizations (2014, background): “…this paradigm, respondents are instructed to control their emotional expressions either by showing as much emotion as possible so that observers really know what they feel or by hiding as much emotion as possible so that observers cannot tell what they feel (Bonanno et al. 2004, Côté et al. 2010a).”
Leadership emergence in multicultural teams: The power of global characteristics (2013, background): “…which is measured by between-group comparisons, leadership emergence is a within-group phenomenon, and the emergent leader is an individual perceived by other team members as a potential leader who has the ability to exert more influence than other members of the same group (Côté et al., 2010).”