Effects of Emotional Intelligence on Leadership
The Effects of Emotional Intelligence on Leadership
Eric Rowen
Chicago School of Professional Psychology
Abstract
This paper will encompass a discussion about emotional intelligence (E.I.), its varied definitions, applications to leadership, and potential areas of concern. It begins by outlining the ability-based model of E.I. set forth by Mayer, Caruso, and Salovey and their Multifactor Emotional Intelligence Scale. Next, the mixed and trait-based constructs of emotional intelligence are discussed by examining Daniel Goleman’s definition of E.I., along with some of his claims about its effects on leadership in the workplace. From a scientific standpoint, relationships between emotional intelligence and transformational leadership are examined by reviewing a meta-analysis by Harms and Credé. Finally, there is a discussion about the implications that emotional intelligence is still not completely established as a scientifically established construct, and an example of the potential for misuse of emotional intelligence is given.
The Effects of Emotional Intelligence on Leadership One of the hottest topics incorporating psychology in business in recent years has been the application of Emotional Intelligence to the workplace. In his best-selling book from 1996, Daniel Goleman brought the concept into popular culture with his publication of Emotional Intelligence: Why It Can Matter More Than IQ. Subsequently, lots of focus has been put into how skills used for understanding, interpreting, and managing emotions can affect performance in the workplace. This paper will describe some of the implications of the research involving emotional intelligence and leadership, how it can be improved, and some of the potential downfalls associated with giving too much emphasis to this popular construct.
Defining Emotional Intelligence The idea that human intelligence is more than a single measurable trait of problem solving like IQ has been a common theme in
Eric Rowen
Chicago School of Professional Psychology
Abstract
This paper will encompass a discussion about emotional intelligence (E.I.), its varied definitions, applications to leadership, and potential areas of concern. It begins by outlining the ability-based model of E.I. set forth by Mayer, Caruso, and Salovey and their Multifactor Emotional Intelligence Scale. Next, the mixed and trait-based constructs of emotional intelligence are discussed by examining Daniel Goleman’s definition of E.I., along with some of his claims about its effects on leadership in the workplace. From a scientific standpoint, relationships between emotional intelligence and transformational leadership are examined by reviewing a meta-analysis by Harms and Credé. Finally, there is a discussion about the implications that emotional intelligence is still not completely established as a scientifically established construct, and an example of the potential for misuse of emotional intelligence is given.
The Effects of Emotional Intelligence on Leadership One of the hottest topics incorporating psychology in business in recent years has been the application of Emotional Intelligence to the workplace. In his best-selling book from 1996, Daniel Goleman brought the concept into popular culture with his publication of Emotional Intelligence: Why It Can Matter More Than IQ. Subsequently, lots of focus has been put into how skills used for understanding, interpreting, and managing emotions can affect performance in the workplace. This paper will describe some of the implications of the research involving emotional intelligence and leadership, how it can be improved, and some of the potential downfalls associated with giving too much emphasis to this popular construct.
Defining Emotional Intelligence The idea that human intelligence is more than a single measurable trait of problem solving like IQ has been a common theme in