Emotional Aspects of Leadership Effectiveness: Lessons for Human
Service Agencies
Leadership Research Literature
Key words: Leadership, emotional intelligence, emotional leadership, mission
statements and corporate philosophies.
Bono, J.E. & Ilies, R. (2002) Exploring the role of Positive emotions in Responses to
transformational leaders. Unpublished manuscript.
Boyatzis, R.E., Goleman, D., & Rhee, K. (1999). Clustering competence in emotional
intelligence: Insights from the emotional competence inventory (ECI). In R.
Barron & J. Parker (Eds.), The Handbook of Emotional Intelligence. (pp.363-388).
San Francisco, CA: Jossey-Bass.
Callahan, J.L. (2000). Emotion management and organizational functions: A case study
of patterns in a not-for-profit organization. Human Resource Management, 11,
245-267.
Cavallo, K. & Brienza, D. (2000). Emotional competence and leadership excellence at
Johnson and Johnson: The emotional intelligence and leadership study. A
technical report issued by the Consortium for Research on Emotional Intelligence in
Organizations. Available on-line at
http://www.eiconsortium.org/research/jj_ei_study.htm.
Collins, J.C. & Porras, J. I. (1996). Building your company’s vision. Harvard Business
Review, Reprint # 96501.
DeTienne, K.B. & Jackson, L.A. (2001). Knowledge management: Understanding theory
and developing strategy. Competitiveness Review, 11, 1-11.
Goleman, D. (1995). Emotional Intelligence. Why it can matter more than IQ. Bantam
Doubleday Dell Publishing Group.
Kabanoff, B. & Holt, J. (1996). Changes in the Espoused Values of Australian
Organizations 1986-1990. Journal of Organizational Behavior, 17 (3), 201-219
Levin, I. M. (2000). Vision revisited. The Journal of Applied Behavioral Science, 36(1),
91-107.
Mossholder, K. W., Settoon, R.P., Armenakis, A.A., & Harris, S.G. (2000). Emotion
during organizational transformations: An interactive model of survivor reactions.
Group and Organization Management, 25, 220-243.
Neufeld, G.A., Simeoni, P.A., & Taylor, M.A. (2001). High-Performance research
organization. Research Technology Management, 44, 42-52.
Palmer, B., Donaldson, C., & Stough, C. (2002).Emotional intelligence and life
satisfaction. Personality and Individual Differences, 33, 1091–1100
Perry, P. (2001). Get emotional about it. Research Technology Management, 44, 56-58.
Sala, F. (2002). Do Programs Designed to Increase Emotional Intelligence at WorkWork? A technical report issued by the Consortium for Research on Emotional
Intelligence in Organizations. Available on-line at
http://www.eiconsortium.org/research/do_ei_programs_work.htm.
Sala, F. (2002). It's Lonely at the Top: Executives' Emotional Intelligence Self (Mis)
Perception. A technical report issued by the Consortium for Research on
Emotional Intelligence in Organizations. Available on-line at
http://www.eiconsortium.org/research/executive_emotional_intelligence360.htm.
Spencer, L. (2001). The Economic Value of Emotional Intelligence Competencies and
EIC-Based HR Programs. In C. Cherniss and D. Goleman (Eds). The
Emotionally Intelligent Workplace. CA: Jossey-Bass.
Urquhart, J. (2002). Creating meaningful corporate philosophy. Journal of Property
Management, 67, 68-70.
Articles Summaries
Citation: Bono, J.E. & Ilies, R. (2002). Exploring the role of Positive emotions in
Responses to transformational leaders. Unpublished manuscript.
The authors conducted two studies (a field study and a laboratory study) to
examine the role of positive emotions and leadership effectiveness. The field study
reveled that transformational leaders express more positive affectivity in communication
compared to less transformed leaders. The laboratory study reveled that there is a
significant association between leader positive affect and follower task performance, but
this association is not do to transference of positive emotion.
Citation: Cavallo, K. & Brienza, D. (2000). Emotional competence and leadership
excellence at Johnson and Johnson: The emotional intelligence and leadership
study. A technical report issued by the consortium for research on Emotional
intelligence in organizations. Available on-line at
http://www.eiconsortium.org/research/jj_ei_study.htm.
A study was conducted on three hundred and fifty-eight Managers across the
Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to
assess if there are specific leadership competencies that distinguish high performers from
average performers. Participants were randomly selected, then coded for performance
rating, potential code, gender, functional group and regional area. More than fourteen
hundred employees took part in a one hundred and eighty three question multi-rater
survey that measured a variety of competencies associated with leadership performance
including those commonly referred to as Emotional Intelligence. Results showed that the
highest performing managers have significantly more "emotional competence" than other
managers.
Citation: Collins, J.C. & Porras, J. I. (1996). Building your company’s vision. Harvard
Business Review, Reprint # 96501.
This article says that companies that enjoy enduring success have core values and
a core purpose that remain fixed while their business strategies and practices endlessly
adapt to a changing world. According to the authors a well thought of vision consists of
two major components: core ideology and envisioned future. Core ideology defines what
we stand for and why we exist. It is unchanging and complements the envisioned future.
In order for an organization to have an effective vision they need to represent the
core ideology of the organization, which in turn consists of two distinct parts: core
values, a system of guiding principles and tenets; and core purpose, the organization’s
most fundamental reason for existence. The envisioned future is defined as what we
aspire to become, to achieve, to create and something that will require significant change
and progress. It consists of two parts: a 10-to-30-year audacious goal plus vivid
descriptions of what it will be like to achieve the goal. The authors have found in their
research that visionary companies often use bold missions or what they call BHAGs
(shorthand for Big, Hairy, Audacious, Goals) as a powerful way to stimulate progress. In
addition to vision-level BHAGs, an envisioned future needs what the authors call a vivid
description which is a vibrant, engaging, and specific description of what it will be like to
achieve the BHAG.
Citation: Levin, I. M. (2000). Vision revisited. The Journal of Applied Behavioral
Science, 36(1), 91-107.
This article talks about the confusion that still exists regarding what vision is and
how it is most effectively expressed. It seems that vision is often confused with the
similar constructs of organization mission, philosophy, values, strategy, and goals. This
article examines the key differences among these frequently confused constructs and the
inherent weaknesses of traditional vision statements to provide the sense of meaning and
motivation for organization members. This article also presents a different concept of
organization vision in which vision is as a descriptive story of the desired future in action.
Citation: Kabanoff, B. & Holt, J. (1996). Changes in the Espoused Values of Australian
Organizations 1986-1990. Journal of Organizational Behavior,17 (3), 201-219.
This article looks the frequency with which 85 Australian organizations use nine
values (authority, leadership, teamwork, commitment, rewards, normative, participation,
performance and affiliation) in 1986-1988 and 1989-1990 through a content analysis of
annual report, internal magazines, and mission statements. The authors studied value
changes both by comparing the frequency of references to single causes in the two
periods and the frequency with which four, distinctly different value structures (Elite,
Leadership, Meritocratic, and Collegial) that occurred among organizations in each
period. Results reveled that only one significant difference in the increase in
commitment references over time was found. The comparisons were based on groups of
organizations with different value structures which indicated both a prevalence of
organizations with Elite values at time one, and that initial Elite organizations showed
most the evidence of value change.
Citation: Mossholder, K. W., Settoon, R.P., Armenakis, A.A., & Harris, S.G. (2000).
Emotion during organizational transformations: An interactive model of survivor
reactions. Group and Organization Management, 25,220-243.
The authors conducted a study to determine how the expressed emotion of toplevel managers in an organization undergoing a major transformation effort was
associated with their assessments of change activities and job attitudes. The results
indicated that there was an interaction between the 2 dimensions of emotions
(pleasantness and arousal) explained significant variance in attitudes dealing directly with
the manager’s jobs.
Citation: Neufeld, G.A., Simeoni, P.A., & Taylor, M.A. (2001). High-Performance
research organization. Research Technology Management, 44, 42-52.
This article asks the question how you can tell if an organization is well managed.
The study presented identifies ten attributes that embody what senior managers of 8
leading research organizations consider to be important, observable and measurable.
These attributes are organized into three different categories people, research
management and organizational performance.
The attributes for people are:
1. Management knows what research and other talent it needs to accomplish the
mission, and recruits, develops and retains the right mix of people
2. Employees are passionate about their work, have confidence in management, and
are proud of their organization
3. The current and anticipated needs of dependent constituencies drive the
organization and its research programs.
4. Employees and dependent constituencies share management’s vision, values and
goals.
5. The portfolio of programs represents the right research, at the right time and at the
right investment
The attributes for research management are:
6. Research projects embody excellent science, involve the right people, and are on
track and within budget.
7. Research projects leverage external resources
8. Organizational knowledge is systematically captured and turned into needed work
tools.
The attributes for organizational performance are:
9. The organization is widely known and respected
10. The organization meets the needs of its dependent constituencies.
Citation: Sala, Fabio (2002). It's Lonely at the Top: Executives' Emotional Intelligence
Self (Mis) Perception. A technical report issued by the Consortium for Research
on Emotional Intelligence in Organizations. Available on-line at
http://www.eiconsortium.org/research/executive_emotional_intelligence360.htm.
The recent and widespread interest in the importance of emotional intelligence
(EI) at work (Goleman, 1998) has led to the development of multi-rater or 360-degree
survey instruments that are designed to measure emotional intelligence in the
workplace (Boyatzis, Goleman, Rhee, 1999). These measures are thought to be useful
to individuals because they (1) provide feedback on a person’s relative strengths and
weaknesses compared to others in the same organization or within a similar role in
general, and (2) they provide feedback on the gap or discrepancy between a person’s
self-perceptions and how they are perceived or rated by others. The results of this
study demonstrate that higher-level employees are more likely to have an inflated
view of their emotional intelligence competencies and less congruence with the
perceptions of others who work with them often and know them well than lower-level
employees.
Citation: Sala, F. (2002). Do Programs Designed to Increase Emotional Intelligence at
Work-Work? A technical report issued by the Consortium for Research on
Emotional Intelligence in Organizations. Available on-line at
http://www.eiconsortium.org/research/do_ei_programs_work.htm.
The recent and widespread interest in the importance of emotional intelligence (EI)
at work has led to the development of programs that are designed to (1) educate people
about the relevance of emotional intelligence in the workplace, (2) assess their relative
strengths and weaknesses, and (3) provide a framework to develop and enhance their
ability to interact with others with greater emotional intelligence. This research
attempted to provide some evidence for the effectiveness of an emotional intelligence
training program, specifically, whether participants' scores on a measure of EI improve
after exposure to a program designed to increase emotional intelligence at work. Results
showed preliminary evidence of the effectiveness of an emotional intelligence training
program. For one sample, participants showed significant improvement on time 2 ratings
on 8 out of 20 EI competencies. For the second sample, scores were significantly higher
at time 2 on 19 of 20 competencies.
Citation: Spencer, L. (2001). The Economic Value of Emotional Intelligence
Competencies and EIC-Based HR Programs. In C. Cherniss and D. Goleman (Eds).
The Emotionally Intelligent Workplace. CA: Jossey-Bass.
This chapter provides professional, ethical and legal reasons for establishing the
reliability and validity of any Emotional Intelligence Competency (ECI) measure or
human resource practices based on emotional intelligence. Also included are metaanalytic findings for the effect size changes and EIC-based selection, training and
performance management can provide, as well as protocols for developing business cases
for emotional intelligence research and applications. For example, value analysis,
expected value added, sensitivity analysis, cost, benefit and return on investment
calculation. This chapter also provides data collection instruments and spreadsheet
templates for all analyses discussed.
Citation: Urquhart, J. (2002). Creating meaningful corporate philosophy. Journal of
Property Management, 67, 68-70.
This article explains that most corporate philosophies don’t fit their employees,
and are often too vague to have anyone following them appropriately. The best sorts of
philosophies are ones that are implemented after employees have a sense of their
responsibilities then they can get the bigger picture of the corporation.
Internet Web Sites
http://www.nonprofits.org/npofaq/03/21.html
o This website serves as a resource for information on topics such as
leadership, development and management.
http://pipes.creighton.edu:8081/guide/mission.jsp
o Website with information on Emotional Intelligence
http://www.momsteam.com/alpha/features/character_matters/walking_the_talking.shtml
o This website provides a variety of human resources such as books, videos,
magazines/newsletters, audiotapes, and links to other websites with similar
information.
http://www.ala.org/acrl/paperhtm/c23.html
o This is the website to the American Library Association. It provides
professional services to members and nonmembers, and includes online
news stories from American Libraries.
http://ushttp://www.managementfirst.com/articles/mission.htmers.erols.
com/rdoh/4steps.html
o The Management First website contains support resources for subscribers
to Emerald, the world’s leading publisher of management resources.
http://www.eiconsortium.org/
o This site is the Consortium for Research on Emotional Intelligence in
Organizations and the goal of the site is to promote high quality research
on the application of emotional intelligence in organizations.
http://trochim.human.cornell.edu/gallery/young/emotion.htm
o This page is an on-line bibliography in the area of emotions and emotional
intelligence, describing current research findings and notes of interest. The
main areas covered are: emotional intelligence, emotions, and methods for
researching emotions.
http://www.6seconds.org/
o Six Seconds Emotional Intelligence Network is a nonprofit organization
dedicated to improving relationships by teaching EQ in schools,
organizations, and communities around the globe.