ON WHY “EMOTIONAL INTELLIGENCE” WILL NOT PREDICT LEADERSHIP EFFECTIVENESS BEYOND IQ OR THE “BIG FIVE”: AN EXTENSION AND REJOINDER

By John Antonakis. 2004

139 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f94b6377c1d81237a0b29556b95e74f32eac5734

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Does leadership need emotional intelligence (2009, background): “Self-reported trait EI will not do the trick, particularly if researchers control for IQ and personality (see Antonakis, 2003, 2004).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “Antonakis (2004) asserted that “incremental validity is the most difficult and the most important test to pass and can be considered a litmus test of validity” (p.”
Transformational leadership as a mediator between emotional intelligence and team outcomes (2011, background): “Likewise, popular press and academic interest in the utility of emotional intelligence in the leadership process has not dissipated despite serious attempts to discredit the concept (e.g., Antonakis, 2004; Locke, 2005).”
Impact of Leader’s Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View (2016, background): “Antonakis (2004) believes that transformational leader generates affective associations with his/her followers because of vision, moral conviction, and high need for power (with a high responsibility disposition), courage and confidence (Shamir, House, & Arthur, 1993) and not because of his superior”
Culture's Influence on Emotional Intelligence: An Empirical Study of Nine Countries (2014, background): “While EI is clearly a topic of international interest (Schulze and Roberts, 2005), this lack of knowledge on cultural impacts on EI has been identified in the literature (e.g., Antonakis, 2003, 2004; Prati et al., 2003; Salovey, 2005) as an area which needs to be addressed.”
The Value of Emotional Intelligence for High Performance Coaching (2011, background): “Nevertheless, much debate has been spawned as to whether leaders actually need EI to succeed [24, 25, 26, 27].”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Indeed, the trait theories of leadership fell into disuse during the period that saw the emergence of behavioral and contingency theories of leadership (see Antonakis, Chapter 20; Yukl, Chapter 21, in this volume). Even charismatic leadership was couched in terms of behaviorism during this period (C”
Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis (2010, methodology): “Given that previous research has demonstrated that measures of EI often fail to add validity beyond such measures (Antonakis, 2004; Antonakis et al., 2009), further research aiming to test the relationship between EI and leadership would benefit from such controls.”
Big five personality factors, hardiness, and social judgment as predictors of leader performance (2009, background): “While some (e.g. Antonakis, 2004) have questioned whether the emotional intelligence construct really adds anything new to the understanding of leadership, it seems reasonable that if emotional intelligence raises social awareness and understanding, it could be a useful attribute for leaders.”
Emotional intelligence and leader member exchange (2011, background): “) and in particular its links to leadership ( Antonakis, 2004”