WHY “EMOTIONAL INTELLIGENCE” DOES NOT PREDICT LEADERSHIP EFFECTIVENESS: A COMMENT ON PRATI, DOUGLAS, FERRIS, AMMETER, AND BUCKLEY (2003)

Emerald - 2003
JohnAntonakis1
1University of Lausanne, Switzerland John Antonakis, Department of Management, HEC, University of Lausanne, BFSH‐1, Lausanne, CH‐1015, Switzerland. E‐mail: [email protected]

Tóm tắt

This article provides a commentary on the article “Emotional intelligence, leadership effectiveness, and team outcomes” by Prati, Douglas, Ferris, Ammeter, and Buckley (2003). The role of emotional intelligence (EI) as a construct in organizational behavior is addressed by discussing (a) the boundary conditions of theories in organizational behavior; (b) the relative importance of EI, g and personality in leadership effectiveness; (c) whether EI is needed for leadership effectiveness; (d) the degree EI is a unique construct versus a part of normal psychological functioning; (e) the relationship between EI and levels of analyses in organizations; and (f) whether EI is important for charismatic leadership. This discussion concludes with a cautionary note about premature excitement over the use of EI in the workplace.

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