Emotional intelligence and the development of managers and leaders

Higgs, M. and Dulewicz, V. (2002) Emotional intelligence and the development of managers and leaders. In, Pearn, Michael (ed.) Individual Differences and Development in Organizations: A Handbook in the Psychology of Management in Organizations. Chichester, UK. John Wiley & Sons Ltd., pp. 131-154. (doi:10.1002/9780470753392.ch8).

Record type: Book Section

Abstract

This chapter contains section titled:
SUMMARY INTRODUCTION THE SIGNIFICANCE OF EMOTIONAL INTELLIGENCE THE CASE FOR EI AND THE HISTORIC CONTEXT RESEARCH STUDY OF GENERAL MANAGERS AND THEIR EMOTIONAL INTELLIGENCE MEASUREMENT OF EI EMOTIONAL INTELLIGENCE QUESTIONNAIRE (EIQ) DESIGN EVIDENCE FOR THE VALIDITY OF THE EIQ CROSS-VALIDITY MAKING SENSE OF EMOTIONAL INTELLIGENCE USING THE EMOTIONAL INTELLIGENCE QUESTIONNAIRE SELECTION OR DEVELOPMENT THE IMPORTANCE OF A BROAD PROFILE, RATHER THAN A UNITARY MEASURE THE RELATIONSHIP TO LEADERSHIP THE NATURE OF LEADERSHIP AN HISTORICAL PERSPECTIVE LEADERSHIP AND CHANGE DEVELOPING EMOTIONAL INTELLIGENCE CONTEXTUAL ISSUES AND FURTHER RESEARCH PRACTICAL APPLICATIONS OF EMOTIONAL INTELLIGENCE INDIVIDUAL PERSONAL DEVELOPMENT GROUP DEVELOPMENT IDENTIFICATION OF LEADERSHIP POTENTIAL AMONGST EXISTING STAFF IDENTIFICATION OF POTENTIAL AT SELECTION GENERAL SELECTION CULTURE CHANGE CONCLUSION

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