Content area
Full Text
Abstract
Purpose: This paper explores published studies on the emotional intelligence and leadership effectiveness relationship to determine potential concerns toward the literature, in hopes to propose suitable areas and/or approaches for future research for further development.
Design/methodology/approach: A critical review of existing and prominent literature from inception up until recent publications. This was reviewed over three (3) stages, noting the initial development of constructs and models, followed by concerns raised towards its conceptualized claims and culminating with more recent trends, studies and adopted models. Through a non-systematic narrated review of its literature, suitable areas of concern were identified as suggestions for future research to consolidate.
Findings: The review was able to identify that the literature still struggles with methodological shortcomings and applicability of study results. Criticisms noted that studies should be more inclusive of followers, based on the nature of both El and leadership. Results would also have greater generalization and practical value by testing the relationship in cross-cultural contexts.
Practical implications: Emotional intelligence (El) is essential in building organizational resilience when facing immense global and economic challenges. By establishing El as the prominent leadership determinant, organizations can benefit by evolving from conventional leadership selection and development to improve firm performance and employee well-being.
Originality/value: This paper is the first to critically review the emotional leadership effectiveness beyond its constructs and models. It explores the challenges and shortcomings that needs to be overcome for theoretical acceptance and practical applicability.
Keywords: Emotional intelligence; Leadership; Leadership effectiveness; Follower; Culture; Cross-cultural
Introduction
Emotional Intelligence (EI) and Leadership
Leadership styles and leadership effectiveness are areas of research which have been popularly explored. Relevant literature, particularly in organizational contexts, hold immense theoretical and practical value based on their propensity for economic and social impact. HR practices with regards to leader selection and development have traditionally favoured predictors such as intelligence and personality (Goleman, 1998; Kanwal et al., 2017). Emotional intelligence has since then been suggested to possess stronger and greater reliability in predicting leadership effectiveness.
Interest in studies relevant to this relationship were sparked when Daniel Goleman (1998) boldly claimed that leadership effectiveness had little to do with neither intelligence (IQ) nor personality. Instead, emotional intelligence (El) was put forward as the ultimate determinant. This eventually led to a...