Leadership effectiveness: the costs and benefits of being emotionally intelligent

Lindebaum, Dirk and Cartwright, Susan 2011. Leadership effectiveness: the costs and benefits of being emotionally intelligent. Leadership & Organization Development Journal 32 (3) , p. 281. 10.1108/01437731111123924

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Abstract

Purpose This paper serves two purposes: first, it is an apology for a failure to produce a planned special issue, along with the rationales as to why the authors decided to withdraw it; and second, a commentary on the apparent failure of the research community to address a neglected area of inquiry in emotional intelligence (EI) research. Design/methodology/approach The authors provide a commentary. Findings The authors draw attention to the possiblity that employing highly emotionally intelligent individuals may not always yield desirable outcomes for organisations, thus seeking to ignite a more balanced debate as to the merits of EI in management and leadership studies. The authors also detail briefly several avenues for future research. Originality/value The theme of the planned special issue was situated at the forefront EI research, so this commentary succinctly highlights the theorising that informed the background to it.

Item Type:	Article
Status:	Published
Schools:	Business (Including Economics)
Subjects:	B Philosophy. Psychology. Religion > BF Psychology H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	Emotional intelligence; Leadership; Research work; Serials
Publisher:	Emerald
ISSN:	0143-7739
Last Modified:	27 Mar 2020 02:34
URI:	https://orca.cardiff.ac.uk/id/eprint/89127

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