Emotional Intelligence in Leadership

Paper Summary:

This paper researches the degree to which what is called the "emotional intelligence" of leadership can raise social capital and even create knowledge in periods of organizational transformation. The author explains the term and describes several ability models linking emotional intelligence with the ability to decipher patterns of meaning displayed in emotional situations. The author also describes some tests used to measure emotional intelligence and summarizes some research studies on leadership that best accommodate this type of intelligence. To conclude, some studies are cited that found that during periods of organizational change, transformational leadership was enhanced by emotional intelligence, which in turn improved overall project performance. This paper contains a table.

Outline:
Motivation and Knowledge Creation
Theories and Models of Emotional Intelligence
Measurements of Emotional Intelligence
Emotional Intelligence and Ethical Considerations
Type of Trust in the Emotional Intelligence Approach
Analysis: The Leader-Member Exchange Theory as Most Synergistic with Emotional Intelligence
Knowledge Creation Models and Organizational Change: the Need for Emotional Intelligence

From the Paper:

"Would leadership be best organized by a more linearly-structured culture, or a dynamical/ informal one? Either way, it seems true that the other factors of a specific style of the leadership as well as the culture of the organization as a whole include both rational and emotional aspects, showing why personality tests are so highly valued especially at the higher levels of management. This approach explains the contradictory sound of the phrase 'emotional intelligence', which would seem to unite two things usually separated. We generally think of emotions as what we feel during personal reactions to events and intelligence as our ability to decipher and apply abstract knowledge."

Sample of Sources Used:

• Caruso, David. MSCEIT Website. Retrieved on February 7th, 2009 from:<http://www.emotionaliq.org/ MSCEIT.htm>.
• Chen, Chung-An. (2008) Linking the knowledge creation process to organizational theories. Journal of Organizational Change Management. 21(3), 259-279.
• George Jennifer M. (2000) Emotions and leadership: The role of emotional intelligence Human Relations, 53(8). 1027-1055.
• Gerstner, C.R., Day DV, (1997) Meta-analytic review of leader-member exchange theory: Correlated and construct issues". Journal of Applied Psychology. 82(6), 827-844.
• Leban, William. Zulauf, Carol. (2004) Linking emotional intelligence abilities and transformational leadership styles. Leadership and Organization Development Journal. 25(7). 554-564.

More papers on Emotional Intelligence in Leadership:

• Analytical Essay # 123300 : "Emotional Intelligence and Leadership"
• Research Paper # 67285 : "Emotional Intelligence in the Workplace"
• Research Paper # 65160 : "Emotional Intelligence and Leadership Skills"

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