Emotionally Intelligent Leadership and Organisations

Malcolm Higgs and Victor Dulewicz
Additional contact information
Malcolm Higgs: Birmingham City University Business School
Victor Dulewicz: Henley Business School

Chapter 11 in Leading with Emotional Intelligence, 2024, pp 205-235 from Springer

Abstract: Abstract In this chapter we have identified that an emotionally intelligent culture provides a clear basis for building employee commitment and engagement. While the model of an emotionally intelligent culture and related research is by no means exhaustive, we hopefully, provide some ‘food for thought’. Based on our work we arrive at a useful definition of OEI: Organisational emotional intelligence consists of organisational capabilities and competencies that facilitate the expression of individual emotional intelligence amongst employees and allows the organisation to be aware of the emotions of its members and to manage these effectively. This definition and the areas covered in this chapter may prompt the reader to identify the ‘people’ systems and processes that could be reviewed in their organisation.

Keywords: Organisational culture; Emotional intelligence; Performance appraisal; Business goals (search for similar items in EconPapers)
Date: 2024
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-48970-9_11

Ordering information: This item can be ordered from
http://www.springer.com/9783031489709

DOI: 10.1007/978-3-031-48970-9_11

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().