Excerpt from John J. Errigo's Thesis titled "Emotional Intelligence: A Positive Influence on Leadership Effectivness and Cohesive Team Development" (J. Errigo, Saint Joseph's University P. 20-21, 2009).
Emotional Intelligence and Leadership Effectiveness
A leader who possesses emotional intelligence could be assumed to be a more effective leader. This was the conclusion from the research of Prati, Douglas, Ferris, Ammeter, & Buckley (2003) who investigated in their article, Emotional Intelligence, Leadership Effectiveness and Team Outcomes, which brings together theory and research on emotional intelligence, leadership and team process and outcomes. They have acknowledged for decades, leadership scholars have sought to identify the personal qualities and characteristics which contribute to leadership effectiveness. The implications and concerns of this study and of Prati et al. (2003) are clear. They have found increased evidence in recent years which seems to suggest that social effectiveness skills are crucial to the performance and effectiveness of leaders’. Social effectiveness includes the ability to understand where a person is coming from as well as how to communicate effectively as a result. Furthermore, emotional intelligence has emerged as one of the “most notable social effectiveness constructs, and they argue it is a foundational element of leadership effectiveness” (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003, p. 22). Leaders who have emotional intelligence would be able to work more closely with their subordinates since they would be able to understand them and how to use the most effective communication to get through to them. They would engage social effectiveness within EI as the foundation of their leadership style. EI in this context would help enhance their leadership effectiveness.
Emotional Intelligence and Leadership Effectiveness
A leader who possesses emotional intelligence could be assumed to be a more effective leader. This was the conclusion from the research of Prati, Douglas, Ferris, Ammeter, & Buckley (2003) who investigated in their article, Emotional Intelligence, Leadership Effectiveness and Team Outcomes, which brings together theory and research on emotional intelligence, leadership and team process and outcomes. They have acknowledged for decades, leadership scholars have sought to identify the personal qualities and characteristics which contribute to leadership effectiveness. The implications and concerns of this study and of Prati et al. (2003) are clear. They have found increased evidence in recent years which seems to suggest that social effectiveness skills are crucial to the performance and effectiveness of leaders’. Social effectiveness includes the ability to understand where a person is coming from as well as how to communicate effectively as a result. Furthermore, emotional intelligence has emerged as one of the “most notable social effectiveness constructs, and they argue it is a foundational element of leadership effectiveness” (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003, p. 22). Leaders who have emotional intelligence would be able to work more closely with their subordinates since they would be able to understand them and how to use the most effective communication to get through to them. They would engage social effectiveness within EI as the foundation of their leadership style. EI in this context would help enhance their leadership effectiveness.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
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