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Cited by 2Emotional Intelligence and PerformancePublic Relations and Crisis CommunicationLeadership and Management in Organizations

The DOI matches its Crossref record; 57 of the 58 references it cites were found in a registry or an index.

Exploring the Rhetoric of the Emotionally (Un) Intelligent CEO in Times of Crisis

Haag, Christophe, Wolff, Marion·2024·Research on Emotion in Organizations
DOI 10.1108/s1746-979120240000019007
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Abstract

Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.,40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).,The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.,Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.,It would be interesting to enlarge the size o…

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Crossref · 10.1108/s1746-979120240000019007

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  • Individuals with moderate EI levels may inadvertently exacerbate Groupfeel syndrome by overemphasizing positive emotions in an attempt to motivate others, a strategy that can be counterproductive in complex decision-making contexts.

    “Research suggests that individuals with moderate EI levels may inadvertently exacerbate Groupfeel syndrome by overemphasizing positive emotions in an attempt to motivate others, a strategy that can be counterproductive in complex decision-making contexts (Haag and Wolff, 2024).”

    From The Groupfeel syndrome: a theory of a counterproductive group emotion (2026) · cites this paper as Haag and Wolff, 2024

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1 of the 58 references couldn’t be matched to a known paper.

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Metadata

Authors
Haag, C., & Wolff, M.
Affiliations
École de management de Lyon (FR)
ORCID
Haag, Christophe
Venue
Research on Emotion in Organizations
Publisher
Emerald Publishing Limited
Published
2024-01-29
Pages
133-153
ISSN
1746-9791 (ISSN-L)
DOI
10.1108/s1746-979120240000019007
OpenAlex
W4390948758
Cited by
2
References
58
Citations by year
2026: 1 · 2024: 1
FWCI
5.70
Type
book chapter
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
  • Research on emotion in organizations (publishedVersion)
  • HAL (submittedVersion)
  • Oskar-Bordeaux (Universite de Bordeaux) (submittedVersion)
Topics
  • Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
  • Social Sciences › Communication › Public Relations and Crisis Communication
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
emotional intelligence, chief executive officers, crisis communication, rhetoric, emotions in leadership, business crisis, blame attribution, cooperation, decision-making

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