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Статті в журналах з теми "Emotional leader"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 липня 2025

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1

Tang, Xiu-Li, Ying-Kang Gu, and Lijuan Cui. "Influence of leader and employee emotional labor on service performance: A hierarchical linear modeling approach." Social Behavior and Personality: an international journal 45, no. 8 (2017): 1233–44. http://dx.doi.org/10.2224/sbp.6152.

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Given the importance of emotional labor for service-oriented enterprises, it is highly valuable to explore how leader emotional labor affects the emotional labor strategy used by employees. This study was based on affective events theory and we used hierarchical linear modeling to explore cross-hierarchical relationships among leader emotional labor, employee emotional labor, and employee service performance. We tested the model with data from 534 employees and their immediate leaders working in 23 service-oriented enterprises in China. Results showed that leaders' surface acting positively in

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2

Coladonato, Angela R., and Mary Lou Manning. "Nurse leader emotional intelligence." Nursing Management (Springhouse) 48, no. 9 (2017): 26–32. http://dx.doi.org/10.1097/01.numa.0000522174.00393.f2.

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3

Pandurengan, Vaidehi, Adil Al-Balushi, Subhi Al, and Ana Jurčić. "Structural equation modelling (SEM) to test emotional intelligence as a mediating variable between transformation leadership and employee performance: Telecommunication sector in Sultanate of Oman." Serbian Journal of Engineering Management 7, no. 1 (2022): 64–76. http://dx.doi.org/10.5937/sjem2201064p.

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The objective of the study is to investigate the role of emotional intelligence as a mediating variable to improve the effectiveness of a transformational leader in accentuating employee performance using Structural Equation Modeling. The study used a convenience sample method and an exploratory and descriptive research methodology. The total population of the study is 554 employees of 2 main telecom companies in Oman. Sample respondents are 211. Structural Equation Modelling was used to empirically test the proposed conceptual model. The results suggest that emotional intelligence does play a

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4

Singh, Prakash. "Symbiotic Relationship Between Emotional Intelligence And Collegial Leadership." International Business & Economics Research Journal (IBER) 12, no. 3 (2013): 331. http://dx.doi.org/10.19030/iber.v12i3.7676.

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Research on leadership over the past two decades suggests that the emotional intelligence of leaders matters twice as much as that of cognitive abilities, such as IQ or technical expertise. Emotionally intelligent leaders experience a greater sense of well-being, improved relationships, happier employees and lower employee turnover, better team work, greater job satisfaction and a greater degree of success. Four hundred and seventy four employees participated in this study. The quantitative research method was used to examine the employees perceptions of their leaders emotionally intelligent p

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5

Drigas, Athanasios, Chara Papoutsi, and Charalabos Skianis. "Being an Emotionally Intelligent Leader through the Nine-Layer Model of Emotional Intelligence—The Supporting Role of New Technologies." Sustainability 15, no. 10 (2023): 8103. http://dx.doi.org/10.3390/su15108103.

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Several years ago, a characteristic of leadership was the intelligence index, but in recent years this has changed, and emotional intelligence is considered an important parameter for a leader. A leader who shows a high index of emotional intelligence can activate his/her human potential and subsequently others. There is a large body of literature on “what” great leaders should do, but more emphasis needs to be placed on “how” to develop such leaders by focusing on detailed individual behavior change and self-development. The current article aims to investigate the concept of emotional intelli

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6

Gbaraka, Kpakol Aborlo, and Isaac Zeb Obipi. "Emotional Reflexivity and Leader Effectiveness." IOSR Journal of Business and Management 19, no. 03 (2017): 60–68. http://dx.doi.org/10.9790/487x-1903026068.

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7

Ms., Kanwal Roop Kaur, and Sonhal Mehta Ms. "A Heuristic Study on the Relationship between Emotional Intelligence and Charismatic Leadership." 'Journal of Research & Development' 14, no. 7 (2023): 49–56. https://doi.org/10.5281/zenodo.7810206.

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In these dynamic times, a leader's continued relevance is crucial to the organisation. For the team to function at its highest level of production, the leader must be active. It's important to be adaptable to changes in the always changing environment. A leader has a great importance in creating an organisational culture that is beneficial to its employees. To comprehend conditions and responses, a leader must put himself in his followers' position. Leaders can only be effective if they are aware about the behaviour as well as the emotions of their followers. Thereby a leader&

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8

Edelman, Peter, and Daan van Knippenberg. "Emotional intelligence, management of subordinate’s emotions, and leadership effectiveness." Leadership & Organization Development Journal 39, no. 5 (2018): 592–607. http://dx.doi.org/10.1108/lodj-04-2018-0154.

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Purpose The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship? Design/methodology/approach Ability test data for EI for 84 leaders in an assessment center were used to predict unobtrusive observations of leader responses to subordinate’s emotions in a role play, and expert ratings of

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9

Aguilar Yuste, Manuel. "Leadership and Emotional Intelligence during a Crisis." Revista de Relaciones Internacionales, Estrategia y Seguridad 16, no. 2 (2021): 47–60. http://dx.doi.org/10.18359/ries.5619.

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    Currently, a company’s success not only depends on having the capital, tools, knowledge, and services to offer to a specific audience. It depends mainly on the emotional intelligence of its organizational leaders to achieve harmony in leader-team interpersonal relationships and fulfill its goals and objectives. Therefore, it is pertinent to contribute to this field of research by exploring the environment where these types of human relationships occur. Managerial leaders who apply emotional intelligence strategies make a company’ excellent management visible and via

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10

Stein, Maie, Sylvie Vincent-Höper, and Sabine Gregersen. "Why busy leaders may have exhausted followers: a multilevel perspective on supportive leadership." Leadership & Organization Development Journal 41, no. 6 (2020): 829–45. http://dx.doi.org/10.1108/lodj-11-2019-0477.

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PurposeThis study of leaders and followers working in day-care centers aims to use a multilevel perspective on supportive leadership to examine its role in linking workload at the leader level and emotional exhaustion at the follower level. Integrating theoretical work on social support with conservation of resources (COR) theory, leaders' workload is proposed to be positively related to followers' feelings of emotional exhaustion through constraining the enactment of supportive leadership.Design/methodology/approachMultisource survey data from 442 followers and their leaders from 68 teams wer

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11

Mishra, Deepanjali. "An Analysis of the Role of Emotional Intelligence in Corporate Leadership." ECS Transactions 107, no. 1 (2022): 14959–73. http://dx.doi.org/10.1149/10701.14959ecst.

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Emotional intelligence, an important aspect of corporate communication, is a fact which cannot be ruled out. In today’s corporate world, the success or failure of any company is attached to public perception. A leader is considered to be in an advantageous position if he/she has control over emotions and is kind and considerate towards his/her team members. Gone are the days when people used to be silent spectators and danced to the tune of their leader. There have been so many instances where a company loses out its most efficient employees due to emotional outburst of their leaders. A good l

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12

Medler-Liraz, Hana, and Tali Seger-Guttmann. "Authentic Emotional Displays, Leader–Member Exchange, and Emotional Exhaustion." Journal of Leadership & Organizational Studies 25, no. 1 (2017): 76–84. http://dx.doi.org/10.1177/1548051817725266.

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13

Barbuto ., John E., and Marilyn J. Bugenhagen. "The Emotional Intelligence of Leaders as Antecedent to Leader-Member Exchanges." Journal of Leadership Education 8, no. 2 (2009): 135–46. http://dx.doi.org/10.12806/v8/i2/rf2.

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14

Volotovska, Tetiana, Olena Sholokh, and Hanna Tymoshko. "Managing the development of emotional intelligence of the future head of a general secondary education institution on the basis of self-management in the conditions of professional training." Scientific Herald of Uzhhorod University Series Physics, no. 56 (June 14, 2024): 2600–2612. http://dx.doi.org/10.54919/physics/56.2024.260ek0.

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Relevance. The research is relevant as it addresses the need to develop emotional intelligence in future leaders of general secondary education institutions, which is crucial for effective management and leadership in today's educational environment. Purpose. The purpose of the article is to identify the main characteristics and directions of emotional intelligence management in future managers of general secondary education institutions (GSEI). Methodology. The study employed a qualitative methodology, conducting semi-structured interviews with school leaders across different regions of Ukrai

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15

Ye, Lan, Na Zhang, Jian Zhang, et al. "Leader emotional intelligence and employee work performance: A moderated mediation model." Social Behavior and Personality: an international journal 52, no. 11 (2024): 1–11. http://dx.doi.org/10.2224/sbp.14000.

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This study investigated the mechanisms through which leader emotional intelligence (EI) influences employee work performance by exploring the mediating effect of basic psychological needs and the moderating effect of employee EI. We surveyed 239 pairs of leaders and their direct subordinates in various Chinese enterprises and processed the data using structural equation modeling and path analysis. The results showed that leader EI was significantly and positively correlated with employee work performance, and there was also a significant interaction effect of leader EI and employee EI on work

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16

Afrifa Jnr, Sampson, Thywill Cephas Dzogbewu, Dennis Yao Dzansi, and Deon Johan De Beer. "3D Printing Leadership Dynamics: Emotional Intelligence, Organizational Emotional Climate, Job Performance Linkages in South Africa." Management Dynamics in the Knowledge Economy 12, no. 4 (2024): 391–409. https://doi.org/10.2478/mdke-2024-0023.

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Abstract Research on the 3D printing industry in South Africa has predominantly focused on engineering and technical aspects, leaving a gap in studies related to management and organizational dynamics. To address this gap, our study aimed to examine the direct and mediating relationships between leader emotional intelligence, organizational emotional climate and employee job performance among 3D printing firms in South Africa. We employed a deductive research approach, a quantitative research method and a cross-sectional explanatory correlational research design. We used simple random sampling

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17

Filice, Lucas, and W. James Weese. "Developing Emotional Intelligence." Encyclopedia 4, no. 1 (2024): 583–99. http://dx.doi.org/10.3390/encyclopedia4010037.

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Daniel Goleman perceptively and accurately noted that emotional intelligence is critical to leadership success, claiming that emotional intelligence is far more important to leadership emergence and effectiveness than intellectual capacity. Goleman’s research later confirmed an 85% relationship between emotional intelligence and leader effectiveness. It may be the most critical area for current and aspiring leaders to develop. While leadership scholars accept the importance of emotional intelligence for leadership and the fact that emotional intelligence can be developed, there appears to be s

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18

Haider, Syed Abbas. "The Importance of an Emotionally Intelligent Supply Chain Leader in Determining the Success of an Organization: The Case of DS Motors Unique." Journal of Business Administration and Management Sciences (JOBAMS) 5, no. 2 (2023): 65–77. http://dx.doi.org/10.58921/jobams.5.2.96.

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The study was conducted to investigate the importance of an emotionally intelligent organizational leader currently leading organization, involves in supply chain interactions and has supply chain networks. Interactions are an indispensable part of the process which supports supply chain management so it’s very critical to know the human mind-set that supports interaction. Research has revealed that humans bring their influenced sentiments to their workplace. These sentiments dominate the emotions of a person. We have very limited literature about feelings and emotions in supply chain manageme

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19

Sosik, John J., and Lara E. Megerian. "Understanding Leader Emotional Intelligence and Performance." Group & Organization Management 24, no. 3 (1999): 367–90. http://dx.doi.org/10.1177/1059601199243006.

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20

Jordan, Peter J., and Ashlea Troth. "Emotional intelligence and leader member exchange." Leadership & Organization Development Journal 32, no. 3 (2011): 260–80. http://dx.doi.org/10.1108/01437731111123915.

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BAKER, Nevra. "THE COMBINED EFFECT OF LEADER-MEMBER EXCHANGE AND LEADER OPTIMISM ON FOLLOWER JOB OUTCOMES." Business & Management Studies: An International Journal 7, no. 5 (2019): 2525–55. http://dx.doi.org/10.15295/bmij.v7i5.1262.

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Leader-member exchange theory is one of the most widely researched leadership theories, and a substantial number of former studies have investigated the effect of leader-member exchange on different follower job outcomes. However, there is a lack of research in the literature on the combined effect of leader-member exchange and leader emotional expressivity on follower job outcomes. The aim of this study is to contribute to the leadership and emotions literature by investigating the combined effect of leader-member exchange and the leader emotional expressivity of optimism on follower job outc

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22

Kim, Myungsun. "Linking Leader’s Other-Oriented Perfectionism, Close Monitoring Behavior, and Employee Emotional Exhaustion: A Leader-Centric Approach." Korean Academy of Organization and Management 46, no. 4 (2022): 141–66. http://dx.doi.org/10.36459/jom.2022.46.4.141.

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Although the influence of perfectionist leaders has been acknowledged by practitioners, only few studies have explored the possible consequences of leaders with perfectionism. Recognizing the importance of leader perfectionism as a potential predictor of leadership behaviors as well as employees’ attitudes and behaviors, the current study explores the interpersonal consequences of leader perfectionism in the context of leadership. Drawing upon the trait approach to leadership and conservation of resources theory, this study examines the effects of leaders’ other-oriented perfectionism on their

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23

Groves, Kevin S. "Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership." Journal of Management 31, no. 2 (2005): 255–77. http://dx.doi.org/10.1177/0149206304271765.

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A charismatic leadership model consisting of leader social and emotional skills, follower openness to organizational change, and organizational-change magnitude was tested using data from 108 leaders and 325 direct followers in 64 organizations. Leader social control and emotional expressivity skills predicted charismatic leadership whereas follower openness to change mediated the relationship between charismatic leadership and leadership effectiveness. Surprisingly, organizational-change magnitude did not moderate the relationship between charismatic leadership and leadership effectiveness. I

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24

Chader, Adnane, and Marin de La Rochefoucauld. "From emotional competencies to the emotional leader. A French perspective." Revue de gestion des ressources humaines 134, no. 4 (2024): 58–72. https://doi.org/10.54695/grhu.134.0058.

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Dr., Seema Singh, and Aditi Ms. "Managing Emotional Intelligence for Effective Leadership in Organization." International Journal of Trend in Scientific Research and Development 3, no. 6 (2019): 515–19. https://doi.org/10.5281/zenodo.3588181.

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Leadership is described as the heart of every organization and it is a process of leading followers team. To get better outcome from the employees and to achieve the organizational goals, the leader should be able to understand the pulse of the employees and his or her own. This research study is to understand how the employees Emotional Intelligence can be enhanced for developing effective leadership skills within them. Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, as a tool for developing effective leadership skills. The ai

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CHIORCEA, Ion, and Ionuț CIORANU. "EMOTIONAL INTELLIGENCE IN MILITARY LEADERSHIP." Romanian Military Thinking 2021, no. 1 (2021): 152–67. http://dx.doi.org/10.55535/rmt.2021.1.10.

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In military structures, the leader has always been at the forefront of organising and carrying out specific actions with the aim of increasing the organisation’s efficiency and effectiveness. Thus, the military organisation’s efficiency and effectiveness are the effects of leaders’ ability to react to disturbances, ensuring optimal orientation of those in command, and finding optimal answers to the questions “how” and “what” is to be done so that the best organisational course of action could be achieved. In this article we consider it appropriate to analyse emotional intelligence, how it infl

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Mathai, Sajan, and Aparna Anna Mathai. "Neuroscience in HR: Steer and Take Charge." NHRD Network Journal 11, no. 4 (2018): 29–34. http://dx.doi.org/10.1177/2631454118802502.

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A leader builds an organisation and her/his mood and behaviour often drives the mood and behaviour of the team, and this has implications for the organisation. Current advances in neuroscience have revealed underlying brain patterns possibly associated with certain components of leadership. A leader could build her/his team by learning to manage herself/himself and others in an organisation during critical, challenging situations by using resources on their own volition to balance themselves. When leaders manage, attune themselves and lead, they create a climate of emotional and social intelli

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Phyllis, Duncan, Montoya Jared, Sun Yu, Hinojosa Barbara, Garcia Adriana, and T. Green Mark. "Leader Emotional Intelligence and Composite Ratings of Leadership." Journal of Management Science and Business Intelligence 3, no. 2 (2018): 40–43. https://doi.org/10.5281/zenodo.1490776.

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In a seminal meta-analysis, Harms and Crede (2010) found that correlations between leader self-rating of both leadership and emotional intelligence produce much stronger correlations than those calculated when the leader self-rates emotional intelligence but someone else rates the leader on leadership. Additionally, it is quite reasonable to question whether aspects of emotional intelligence are measuring very similar construts to those of transformational leadership. In this study, 146 graduate students who were beginning graduate study in leadership completed <em>Schutte Self-Report Emotiona

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29

Kere, Zerihun, and Risper Akelo Awuor. "The Effect of Emotional Intelligence on Transformational Leadership Styles of INGO Leaders in Ethiopia." Pan-African Journal of Education and Social Sciences 2, no. 1 (2023): 44–55. http://dx.doi.org/10.56893/pajes2021v02i01.05.

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The world is passing through tough times with unprecedented challenges due to a lack of competent leadership that is mainly caused by the poor emotional intelligence of leaders. Evidence from previous research studies has indicated that emotional intelligence (EI) is a strong predictor of leader success. The focus of this study is to examine the effect of emotional intelligence on transformational leadership style and other leadership styles. Additionally, the association between emotional intelligence and gender was examined. The data were collected from a sample of 71 INGO leaders in Addis A

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Abdu Yosr Yaquot, Abubakr Ali, Mohammed Abdulrahman Abdullah Al-Ghaili, and Abdulrahman Ali Mohsen Al-Harethi. "The Impact of Emotional Intelligence and Job Involvement on Project Team Member’s Performance." Jurnal Manajemen dan Organisasi 12, no. 3 (2021): 202–19. http://dx.doi.org/10.29244/jmo.v12i3.38410.

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This study concentrated on job employee performance by using emotional intelligence, job involvement, leaders‘ trust, and job satisfaction. The researchers examined the job involvement and emotional inelegance factors on IT projects team member’s performance in China with the effect of moderator factor trust of leader and mediator impact job satisfaction. After reviewing many works of literature, the student explained and discussed the development of the hypothesis of emotional intelligence, Job involvement, the trust of a leader, and Job satisfaction with members‘ performance. This study has

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Tsaur, Sheng-Hshiung, and Pi-Shen Ku. "The Effect of Tour Leaders’ Emotional Intelligence on Tourists’ Consequences." Journal of Travel Research 58, no. 1 (2017): 63–76. http://dx.doi.org/10.1177/0047287517738381.

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There has been little discussion on the impact of tour leaders’ emotional intelligence on tourists’ consequences although the study of emotional intelligence has gained attention in the tourism industry. Empirical data to assess emotional intelligence, affect, rapport, and customer satisfaction were collected from 54 tour leaders and 526 tour members participating in group package tours in Taiwan. Cross-level analysis with hierarchical linear models revealed that a tour leaders’ emotional intelligence could cultivate tour members’ positive affect and tour leader–member rapport, and lead to tou

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Mencl, Jennifer, Andrew J. Wefald, and Kyle W. van Ittersum. "Transformational leader attributes: interpersonal skills, engagement, and well-being." Leadership & Organization Development Journal 37, no. 5 (2016): 635–57. http://dx.doi.org/10.1108/lodj-09-2014-0178.

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Purpose – The purpose of this paper is to examine the effects of interpersonal skills (emotional and political skills) and work engagement on transformational leadership and leader well-being at work. Design/methodology/approach – Emotional control, emotional sensitivity, political skills, work engagement, transformational leadership behaviors, and job satisfaction were assessed in an empirical study of 278 employees. The relationships between emotional skills, political skills, work engagement, and transformational leadership were evaluated using participants in managerial positions (n=159).

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Xiong, Li, and Haifeng Zhang. "Effects of Leader Perfectionism on Employee Innovative Behavior: Chain Mediating Role of Perceived Control and Emotional Exhaustion." Social Behavior and Personality: an international journal 51, no. 5 (2023): 1–10. http://dx.doi.org/10.2224/sbp.12248.

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This study explored from both cognitive and affective perspectives the mechanism involved in the internal effect of leader perfectionism on employee innovative behavior. Our goal was to disentangle the possible differential effects. A set of 254 leader–subordinate dyads completed a two-stage questionnaire, and the results revealed that leader perfectionism was negatively related to employee innovative behavior. Further, perceived control and emotional exhaustion played a chain mediating role in this association. By revealing the influence path of leader perfectionism on employee innovative beh

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Mirza, Shazia. "Impact of Mentoring on At-Risk Youth." Research in Social Sciences and Technology 3, no. 1 (2018): 36–53. http://dx.doi.org/10.46303/ressat.03.01.3.

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This study is a Qualitative case study which highlights the important role of an educational leader using mentoring and socio emotional techniques to save her student from extremist activities in name of religion. Educational leaders should be committed not only toward their students' academic enrichment but also focus on developing their student's socio emotional wellbeing. The educational leader plays a profound role toward promoting students wellbeing, giving them a message that yes we are here for you and by building in them confidence when they need it the most. Whenever at-risk youth is

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Sy, Thomas, and Daan Knippenberg. "The emotional leader: Implicit theories of leadership emotions and leadership perceptions." Journal of Organizational Behavior 42, no. 7 (2021): 885–912. http://dx.doi.org/10.1002/job.2543.

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Smutchak, Z., L. Yankovska, L. Sopilnyk, V. Skupeiko, and F. Horbonos. "THE ROLE OF LEADERS’ EMOTIONAL FLEXIBILITY IN BANKS MANAGEMENT." Financial and credit activity problems of theory and practice 6, no. 41 (2022): 66–77. http://dx.doi.org/10.18371/fcaptp.v6i41.251399.

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.Abstract. The article considers the essence of the concept of «emotional flexibility» and identifies its main elements and role in implementing management functions in banking institutions, particularly in decision-making. First, we substantiated the necessity of developing emotional flexibility to strengthen the functions performed by the leader. We established that the degree of development of this experience depends on how much the leader can act in a situation of uncertainty, quickly adapt to change, and find new opportunities and ways to make decisions. After all, in banking management,

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Rashid, Muhammad Salman, Jarrod Haar, and Peter McGhee. "Exploring upstream affective influence: how followers can shape leader support." International Journal of Manpower 46, no. 10 (2025): 60–76. https://doi.org/10.1108/ijm-03-2024-0202.

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PurposeLittle is known about how followers can influence leaders through affect display. This paper explores the relationship between follower affect and leader support through the mediating processes of leader social mindfulness and leader affect.Design/methodology/approachThis paper is based on two studies (Pakistan and New Zealand) and employs a multisource time-lagged design. Multilevel analysis was conducted using the MLwiN program to test hypotheses.FindingsFollower positive affect has a beneficial impact on leader support behavior, and negative affect has a detrimental effect. Leader af

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Metz, Rudolf, and Bendegúz Plesz. "The Irresistible Allure of Charismatic Leaders? Populism, Social Identity, and Polarisation." Politics and Governance Vol 13 (2025), Legitimacy and Followership in National and International Political Leadership (2025): 1–21. https://doi.org/10.17645/pag.9017.

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This article examines the complex interplay between populism, social identity, and charisma attribution in leader–follower relationships. Drawing on a survey conducted in Hungary during the 2022 election, we investigate how populist attitudes and partisan identity shape citizens’ perceptions of leaders, specifically assessing the charismatic appeal of Viktor Orbán and Péter Márki-Zay, and charisma attribution across three levels: a general need for charismatic leadership, recognition of specific charismatic behaviours, and emotional attachment. We found that wh

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Allen, Erica L. "The Relationship Between Longevity and a Leader’s Emotional Intelligence and Resilience." Journal of Education and Learning 11, no. 1 (2021): 101. http://dx.doi.org/10.5539/jel.v11n1p101.

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The role of an educational leader is complex, challenging and, at times, fraught with adversity. Overcoming the many challenges and hardships, and flourishing as an educational leader, requires resilience and an instinct for survival. According to Maulding, Leonard, Peters, Roberts and Sparkman (2012), understanding how to prevail in the face of difficult conditions, by employing one&rsquo;s emotional strengths as well as vulnerabilities and how to increase one&rsquo;s ability to remain resilient, is valuable for an educational leader to succeed in the face of adversity. The purpose of

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Garavan, Thomas N., Ann McGarry, Sandra Watson, Norma D’Annunzio-Green, and Fergal O’ Brien. "The Impact of Arts-Based Leadership Development on Leader Mind-Set." Advances in Developing Human Resources 17, no. 3 (2015): 391–407. http://dx.doi.org/10.1177/1523422315588358.

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The Problem Arts-based leadership interventions have gained a foothold in the leadership development literature; however, few studies have investigated their effectiveness. These interventions include music, drama, art, and performance and are utilized to develop dimensions of leader mind-set. The Solution In this study, an arts-based intervention (leadership drawing exercise) is evaluated. Utilizing a quasi-experimental, pre-test, post-test design, we evaluate the impact of an arts-based intervention on four dimensions of leader mind-set: emotional intelligence, leader identity, openness to e

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Tang, Xiuli, and Yingkang Gu. "Influence of Leaders’ Emotional Labor and Its Perceived Appropriateness on Employees’ Emotional Labor." Behavioral Sciences 14, no. 5 (2024): 413. http://dx.doi.org/10.3390/bs14050413.

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Emotional labor is a crucial yet often overlooked aspect of effective leadership. To address this, the current study adopts the Emotion as Social Information (EASI) model as a theoretical framework to investigate the influence of leaders’ emotional labor and perceived appropriateness on employees’ emotional labor. A two (leaders’ emotional labor strategies: surface acting vs. deep acting) by two (perceived appropriateness: appropriate vs. inappropriate) between-subjects experiment was designed with a sample of 120 front-line service employees from hotels in Shanghai. The results showed that re

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Visalam Krishnamoorthy, Radhika. "Leader Emotional Intelligence and Staff Work Motivation." Asian Review of Social Sciences 8, no. 1 (2019): 51–60. http://dx.doi.org/10.51983/arss-2019.8.1.1534.

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Intellectually asserted, every educational institution by existence stands for the transaction of intelligence. This unchallengeable poses a need-based context for probing into the most influential yet often neglected dimension of intelligence, the emotional intelligence as an integral process of every progress plan. Schools, in their existence, are human-intensive spaces with their recipients primarily in students and parents, academic transacts in teachers, influencers in regulatory officials and most importantly the visionaries in their management. The uniqueness of such a space is in under

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Gheitarani, Fatemeh, Mirali Seyednaghavi, and SeyedMohammad Toghra. "Conceptualising the leader-member emotional exchange model." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10034091.

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Naghavi, Mirali Seyed, Fatemeh Gheitarani, and Seyyed Mohammad Toghra. "Conceptualising the leader-member emotional exchange model." European J. of International Management 24, no. 2 (2024): 336–52. http://dx.doi.org/10.1504/ejim.2024.140924.

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Riggio, Ronald E., and Joanne Lee. "Emotional and interpersonal competencies and leader development." Human Resource Management Review 17, no. 4 (2007): 418–26. http://dx.doi.org/10.1016/j.hrmr.2007.08.008.

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Kiarie, Mary Agnes Wambui, Loice C. Maru, and Thomas Kimeli Cheruiyot. "Leader personality traits and employee job satisfaction in the media sector, Kenya." TQM Journal 29, no. 1 (2017): 133–46. http://dx.doi.org/10.1108/tqm-09-2015-0117.

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Purpose The purpose of this paper is to determine the effect of leader personality traits on employee job satisfaction. A leader personality trait on employee job satisfaction remains a cause of concern in the contemporary business environment. Design/methodology/approach The study employed an explanatory research design to establish the cause-effects between leader personality traits and employee job satisfaction. Path goal theory and Big Five-factor model of personality traits underpinned the study. Questionnaire was used to obtain data pertaining to the model’s constructs. A multiple regres

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Downey, L. A., J. Roberts, and C. Stough. "Workplace Culture Emotional Intelligence and Trust in the Prediction of Workplace Outcomes." International Journal of Business Science and Applied Management 6, no. 1 (2011): 30–40. http://dx.doi.org/10.69864/ijbsam.6-1.65.

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There were two aims of this study. The first was to assess the reliability of a new measure of emotional intelligence (EI), the Workplace Culture version of the Swinburne University Emotional Intelligence Test (SUEIT) which was designed to measure EI at a group level. The second aim of the study was to investigate the pre-conditions required for the formation of an emotionally intelligent group culture. Specifically, the study proposed that team leader trustworthiness at the leader/member dyad level was required for the formation of an emotionally intelligent culture at the group level. The sa

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Bucy, Erik P., and Samuel D. Bradley. "Presidential Expressions and Viewer Emotion: Counterempathic Responses to Televised Leader Displays." Social Science Information 43, no. 1 (2004): 59–94. http://dx.doi.org/10.1177/05390184040689.

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Despite the biological predisposition to recognize and mimic facial expressions, research has shown that contextual or experiential factors may elicit emotionally incongruent, or counterempathic, responses. This experimental study reports how counterempathic responses to televised leader displays may be evoked in political communication. Findings suggest that unexpected nonverbal communication is subject to cognitive appraisal, which may influence emotional responding. Subjects were shown a series of four news stories, each followed by a 30-second televised reaction of President Bill Clinton.

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Ardabili, Farzad Sattari. "Moderating-mediating Effects of Leader Member Exchange, Self-efficacy and Psychological Empowerment on Work Outcomes among Nurses." Organizacija 53, no. 3 (2020): 246–58. http://dx.doi.org/10.2478/orga-2020-0016.

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AbstractBackground: The main effects of leader-member relationship and the quality of supervisor-subordinate relationship are emphasized as main variables that help improve nurses’ job satisfaction and reduce exhaustion. The aim of this study is to examine the effects of the emotional intelligence, self-efficacy, and psychological empowerment on psychological exhaustion and job satisfaction of nurses using moderation-mediation effects of leader-member exchange (LMX).Methods: A cross-sectional design was carried out in three public-sector hospitals in north west of Iran during 2016. A total of

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Margheritti, Simona, Andrea Gragnano, Raffaella Villa, Michele Invernizzi, Marco Ghetti, and Massimo Miglioretti. "Being an Emotional Business Leader in the Time of the COVID-19 Pandemic: The Importance of Emotions during a Crisis." Sustainability 15, no. 4 (2023): 3392. http://dx.doi.org/10.3390/su15043392.

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The COVID-19 crisis has brought about massive and sudden changes in the way people work and has created new emotional strains on workers. For this reason, being an emotional business leader is necessary for an organization’s survival and employees’ well-being. This qualitative study aims: (1) to explore the quality of emotions expressed by business leaders during the COVID-19 crisis, (2) to go into detail on how business leaders managed their own emotions, and (3) to investigate how they managed emotions shown by employees in their company. We interviewed 38 business leaders from 11 Italian co

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