Emotions and Leadership: The Role of Emotional Intelligence

By Jennifer M. George. 2000

2,116 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f9d15825dc534965d79f741eb2aa9fdc8a8de4aa

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Contagious leaders and followers: Exploring multi-stage mood contagion in a leader activation and member propagation (LAMP) model (2013, background): “…high-stake moods and emotions from daily events such as the successful completion of a challenging task, conflicts with other managers due to limited resources and politicking, and frustrating relationships with uncooperative and incompetent followers (Cole et al., 2008; George, 2000; Rimé, 2007).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Abraham (1999) and George (2000) suggested that self-awareness allows individuals to set priorities and set aside inconsequential issues, so more important and urgent issues can be addressed.”
Emergent leaders as managers of group emotion (2002, background): “…has long been neglected (Asforth & Humphrey, 1995; Fineman, 1993), its role in organizational phenomena has recently begun to be the subject of analysis and inquiry (see, for example, Ashkanasy & Tse, 2000; Barsade & Gibson, 1998; Druskat & Wolff, 1999; Fineman, 1993; George, 2000; Goleman, 1995).”
Exploring Stress Resilience in Trainee Social Workers: The Role of Emotional and Social Competencies (2011, background): “Emotional intelligence has important implications for job performance, as it has been associated with enhanced judgement and decision-making abilities, greater flexibility in negotiation and the generation and maintenance of enthusiasm, confidence, optimism, co-operation and trust in others (George,”
Empathy and the emergence of task and relations leaders (2006, background): “Cooper & Sawaf (1997) and George (2000) suggest that effective leaders draw upon their ability to identify and express emotions in order to better understand and influence followers, to convey a compelling vision, to maintain excitement, and to promote interpersonal cooperation.”
A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS (2003, background): “Yet, emotions are a powerful force driving human behavior, and there is good evidence that affective reactions and emotions may influence all social interactions (e.g. Forgas, Bower & Krans, 1984; George, 1991), including those between leaders and followers (Brief & Weiss, 2002; George, 2000).”
Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision (2017, background): “Contributing to the expanding literature on emotions and leadership (e.g., Bono & Ilies, 2006; George, 2000; Lewis, 2000; Sy, Côté, & Saavedra, 2005; Van Kleef, Homan, Beersma, Van Knippenberg, Van Knippenberg, & Damen, 2009; Visser, VanKnippenberg, VanKleef, & Wisse, 2013), we investigate whether a”
How to win friendship and trust by influencing people’s feelings: An investigation of interpersonal affect regulation and the quality of relationships (2012, background): “…abilities that is thought to comprise emotional intelligence (e.g. Mayer and Salovey, 1997), the ability to manage other people’s feelings has been theorized as a factor contributing toward effective leadership (George, 2000) and negotiation (Morris and Keltner, 2000) in organizational contexts.”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, neutral): “Moreover, researchers could draw on affective events theory (Weiss & Cropanzano, 1996) to examine which positive and negative events predict leadership behaviours via experienced positive and negative affect (see George, 2000).”
Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, background): “Most research on emotional intelligence in the workplace has explored its contribution to leadership behaviors (George, 2000; Wong and Law, 2002) rather than its effect on the general employees population; and the small number of studies that have examined the effect of EI on behavioral and…”
Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? (2011, background): “Indeed, emotions are important in terms of the emotions leaders themselves experience and share, as well as the emotions followers experience toward the leader and his or her vision (Barsade & Gibson, 2007; George, 2000).”