Are Leaders and Managers with High Emotional Intelligence Superior Performers?

Hosie, Peter; Sharma, A.; Willemyns, M.; Herkenhoff, L.

Access Status

Fulltext not available

Authors

Hosie, Peter

Sharma, A.

Willemyns, M.

Herkenhoff, L.

Date

2012

Type

Conference Paper

Metadata

Show full item record

Citation

Hosie, P. and Sharma, A. and Willemyns, M. and Herkenhoff, L. 2012. Are Leaders and Managers with High Emotional Intelligence Superior Performers?, in Soontiens, W. (ed), Annual Australian and New Zealand Academy of Management (ANZAM) conference, Dec 5-7 2012. Perth, Western Australia: ANZAM.

Source Title

Proceedings of the 26th Annual Australian and New Zealand Academy of Management (ANZAM) Conference

Source Conference

Annual Australian and New Zealand Academy of Management (ANZAM) Conference

Additional URLs

http://www.anzam.org/conference-material/past-event-material/

ISBN

978-0-9874158-0-6

School

School of Marketing

URI

http://hdl.handle.net/20.500.11937/32306

Collection

Curtin Research Publications

Abstract

Leaders and managers with high emotional intelligence are often argued to be high job performers.Evidence from the literature is used here to examine the veracity of this claim. Emotional intelligencewas found to be a necessary but not sufficient precondition for improving individual leader andmanagers’ job performance and ultimately organisational productivity. EI is best most appropriatelyconceived of in terms of the abilities concerning the recognition and regulation of emotion in the selfand others. Organisational culture needs to support the application of EI competencies and rewardmanagers and leaders who exhibit socio-economic competencies for this proposition to be supported.