Applying Emotional Intelligence Skills to Leadership and Decision Making in Non-Profit Organizations

James D. Hess and Arnold C. Bacigalupo
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James D. Hess: Department of Family Medicine, Oklahoma State University Center for Health Sciences, 1111 W 17th St. Tulsa, OK 74107, USA
Arnold C. Bacigalupo: Voyageur One, Oakbrook, IL 60181, USA

Administrative Sciences, 2013, vol. 3, issue 4, 1-19

Abstract: Non-profit organizations and leaders may benefit from the utilization of behaviors attributed to emotional intelligence. The consideration of emotional intelligence skills becomes a strategy for the development of the non-profit organizational leader’s ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision-making process. The purpose of this paper is to identify how emotional intelligence skills can be applied to enhance the leadership decision-making processes within the non-profit organization. Goleman’s (2001) and Boyatzis’ et al . (2000) four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to leadership decision-making within the non-profit organization. A checklist of questions and observations is provided to assist non-profit leaders in the improvement of emotional intelligence awareness, as well as the application of emotional intelligence skills to decisions and decision-making processes.

Keywords: non-profit organization; leadership; emotional intelligence; decision-making (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2013
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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