Emotional Intelligence And The Theory Of Emotional Intelligence

1821 Words 7 Pages
The previous chapter covered the type of research and the type of perspective undertaken in order to find correlations between a leader’s emotions and their ability to influence people. Unfortunately, the topic of Emotions within the context of leadership was not thoroughly studied up until the recent re-introduction during the middle of the 1990s by previously mentioned Psychologist and writer Daniel Goleman, who is famous for introducing the theory of Emotional Intelligence to the general public. His book was considered a groundbreaking achievement due to his suggestion that emotions can be more important than IQ, when it came to being “successful.’ Goleman’s theory has been
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All four papers reference over 100 other articles each, and Killner, etc. al. referenced 162 other scholar sources. The abstracts from several other cited sources were randomly read and they contained similar findings and suggestions.
Emotional Intelligence and Leadership Published Literature
The next category of published scholarly literature consisted one book and eight published scholar articles. This literature attempts to explain the theory of Emotional Intelligence (IE) and the complexity of emotions. Additionally, they attempt to explain the specific ways in which a leader’s emotions affect their followers. Finally, the published scholarly literature was also subcategorized into quantitative and qualitative.
The following literature attempted to explain Emotional Intelligence and the role it plays in leadership positions. Authors Little, L. M., Gooty, J., and Williams, M. (2016), George, J. (2000), Eberly, M., B. (2011), Zhou, J. (2014), Vazquez-Rcio, R. (2014), Lazanyi, K. (2006), Bono, J., E., Foldes, H., J., Vinson, G., Muros, J., P. (2007), Rogalin, C., L. and Hirshfield, L., E. (2013), Siebert-Adzic, M. (2012), Zineldin, M. and Hytter, A. (2012), Ribin, R., S., Munz, D., C., Bommer, W., H. (2005) all concluded that a leader’s emotions affect their
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George, J. M. (2000), Eberly, M. B. (2011), Vasquez-Recio, R. (2014), Rogalin, C. L. and Hirshfield, L. E. (2013) all concluded that emotions and leadership are interrelated. They describe leadership as an emotional process. Their findings are based on the evaluation of published literature from the last 30 years. They argue that emotions are considered essential while attempting to motivate people. The published qualitative literature from the last 30 years attempts to validate the quantitative evidence and also propose several other theories, which have not been thoroughly studied in regards to emotions and

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