 The Importance of Emotional IntelligenceMalcolm Higgs and
Victor Dulewicz
Chapter 2 in Leading with Emotional Intelligence, 2024, pp 15-35 from Springer Abstract: Abstract In considering the idea of leading with EI we begin by considering the development of the concept of EI. During the past 25 years we have seen an enormous amount of interest in EI. The view that EI accounts for the difference between personal success and failure has captured media interest. In the early years there were numerous articles in leading newspapers that attempted to explain the performance, perceptions and peccadilloes of leading politicians in terms of their possession or lack of this ‘most desirable’ characteristic. One article argued that the problems of the former US President, Bill Clinton, were explained by his lack of EI while another article in the same paper two months later claimed he had high EI. The success of the former British Prime Minister, Tony Blair, was attributed to his high EI whilst the former Chancellor, Gordon Brown, possessed very low EI. The latter was borne out later during his premiership. Several recent articles have claimed that a different type of business leader is now required: one who possesses EI. Keywords: Emotional intelligence; Organisational context; Psychological contract; Work context; Interpersonal sensitivity (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-48970-9_2 Ordering information: This item can be ordered from DOI: 10.1007/978-3-031-48970-9_2 Access Statistics for this chapter More chapters in Springer Books from Springer |
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