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The role of emotional intelligence in successful leadership: An empirical evidence (CROSBI ID 493804)

Prilog sa skupa u zborniku | sažetak izlaganja sa skupa | međunarodna recenzija

Takšić Vladimir, Sušanj Zoran ; Main Ljiljana The role of emotional intelligence in successful leadership: An empirical evidence. 2003

Podaci o odgovornosti

Takšić Vladimir, Sušanj Zoran ; Main Ljiljana

engleski

The role of emotional intelligence in successful leadership: An empirical evidence

Leadership is one of the most researched topics in organizational sciences. In literature reviews there could be found numerous of perspectives on the role of leaders in improving performance, and in positive influence to employees in their organizations. Some of them look to the traits of leader, some to the characteristics of situational context, and others have been focused on a &#8220 ; process&#8221 ; between leaders and followers. But, all of them have the same basic goal to understand how, why, and when leaders will have positive influence on followers. Emotional intelligence has &#8220 ; the special relevance to leadership revolves around the fact that leadership is an emotion-laden process, (italic is added) both from leader and a follower perspective&#8221 ; (George, 2000, p. 1047). The aim of this study was to find out the role of emotional intelligence (competence) facets in perceived quality of supervising and team productivity. Self reported measure (Emotional Intelligence, Skills and Competence Scales ; Takšić, 2001) of EI based on Mayer and Salovey model were applied on 83 leaders of teams (supervisors). Four hundred fifteen followers have estimated leaders&#8217 ; quality of supervising on fourteen dimensions derivated from Yukl&#8217 ; s taxonomy. The results have shown significant correlations between leaders&#8217 ; emotional intelligence and: a) the quality of supervising perceived by their followers (r=0, 61), and b) team productivity (r=0, 25). One of the most interesting finding was that leaders&#8217 ; perceived quality of supervising and emotional intelligence together have explained 33% variance of team productivity. But only less than 13% is unique contribution of perceived quality of supervising, and almost 20% is due to mediating effect of the emotional intelligence (competencies).

emotional intelligence; leadership

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Podaci o prilogu

2003.

objavljeno

Podaci o matičnoj publikaciji

Podaci o skupu

8th European Congress of Psychology

poster

06.07.2003-11.07.2003

Beč, Austrija

Povezanost rada

Psihologija