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Leadership at the top: the need for emotional intelligence in organizations

Leadership at the top: the need for emotional intelligence in organizations
Leadership at the top: the need for emotional intelligence in organizations
The need for effective leadership has become paramount to meet the challenges of the 21st Century and a growing number of academics and senior managers have recently come to recognize the importance of emotional intelligence (EI) for effective leadership. Furthermore, Goleman, Boyatzis, & McKee (2002) have contended that the higher up one advances in an organization, the more important EI becomes. In this paper the authors have focused on evidence at the very top of the organization, the Board. They review the findings from a major study of UK boards and re-analyze the data on tasks and competencies relating to EI constructs. Their results show that EI competencies are considered to be extremely important according to the majority of a large sample of UK directors in a survey and they go on to argue that many of the tasks (outputs) of the Board require EI competencies, as well as many aspects of Team Process (for Organizing and Running the Board). The authors also produce new findings which support Goleman's hypothesis that the higher one advances, the more important EI becomes. Possible explanations for the findings are discussed and the paper concludes with a review of important current and future research such as the full integration of EI elements into instruments to assess leadership competence and style, and the effect that organization culture has on these constructs.
1934-8835
193-210
Dulewicz, Victor
bed1ba8c-a8c6-4b9f-94bc-8937da615bdb
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Dulewicz, Victor
bed1ba8c-a8c6-4b9f-94bc-8937da615bdb
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3

Dulewicz, Victor and Higgs, Malcolm (2003) Leadership at the top: the need for emotional intelligence in organizations. International Journal of Organizational Analysis, 11 (3), 193-210. (doi:10.1108/eb028971).

Record type: Article

Abstract

The need for effective leadership has become paramount to meet the challenges of the 21st Century and a growing number of academics and senior managers have recently come to recognize the importance of emotional intelligence (EI) for effective leadership. Furthermore, Goleman, Boyatzis, & McKee (2002) have contended that the higher up one advances in an organization, the more important EI becomes. In this paper the authors have focused on evidence at the very top of the organization, the Board. They review the findings from a major study of UK boards and re-analyze the data on tasks and competencies relating to EI constructs. Their results show that EI competencies are considered to be extremely important according to the majority of a large sample of UK directors in a survey and they go on to argue that many of the tasks (outputs) of the Board require EI competencies, as well as many aspects of Team Process (for Organizing and Running the Board). The authors also produce new findings which support Goleman's hypothesis that the higher one advances, the more important EI becomes. Possible explanations for the findings are discussed and the paper concludes with a review of important current and future research such as the full integration of EI elements into instruments to assess leadership competence and style, and the effect that organization culture has on these constructs.

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Published date: 2003

Identifiers

Local EPrints ID: 51424
URI: https://eprints.soton.ac.uk/id/eprint/51424
ISSN: 1934-8835
PURE UUID: fbd75965-1691-4f0a-876c-dd766af3081e

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Date deposited: 17 Jun 2008
Last modified: 13 Mar 2019 20:48

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Contributors

Author: Victor Dulewicz
Author: Malcolm Higgs

University divisions

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