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Emotions and Leadership: The Role of Emotional Intelligence
Abstract
This paper suggests that feelings (moods and emotions) play a central role in the leadership process. More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations. Four major aspects of emotional intelligence, the appraisal and expression of emotion, the use of emotion to enhance cognitive processes and decision making, knowledge about emotions, and management of emotions, are described. Then, I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness: development of collective goals and objectives; instilling in others an appreciation of the importance of work activities; generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision making and change; and establishing and maintaining a meaningful identity for an organization.
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“The point (which, as you note, we already agree upon) is that emotions play an important role in leadership.”
From Does leadership need emotional intelligence? (2009) · cites this paper as George, 2000
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“Moreover, it is now widely accepted that leadership is an emotion-laden process, and a leader who can manage his/her own emotions and have empathy for others will be more effective in the workplace.”
From Does leadership need emotional intelligence? (2009) · cites this paper as George, 2000
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Authentic leadership development: Getting to the root of positive forms of leadership
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Metadata
- Authors
- George, J. M.
- Affiliations
- Rice University (US)
- Corresponding author
- George, Jennifer M.
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2000-08
- Volume
- 53
- Issue
- 8
- Pages
- 1027-1055
- ISSN
- 0018-7267 (ISSN-L)
- 1741-282X
- OpenAlex
- W2099320320
- Cited by
- 2,027
- References
- 158
- Citations by year
- 2026: 48 · 2025: 66 · 2024: 78 · 2023: 114 · 2022: 98 · 2021: 119 · 2020: 120 · 2019: 107 · 2018: 90 · 2017: 100 · 2016: 104 · 2015: 127 · 2014: 119 · 2013: 89 · 2012: 113
- FWCI
- 23.13
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Human Relations (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Psychology › Developmental and Educational Psychology › Ego Development and Educational Practices
- Keywords
- emotional intelligence, leadership, emotions, mood, emotional management, emotional decision-making, leadership effectiveness, organizational identity, trust, organizational change, collective goals
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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