Dissertation/Thesis Abstract

Using emotional intelligence as a leadership strategy to make good leaders great
by Stevens, Whitney, D.M., University of Phoenix, 2010, 184; 3569338
Abstract (Summary)

Twenty successful leaders in the United States participated in the study to explore the extent to which emotional intelligence supports leadership potential and success. Competent managers with strong leadership skills are scarce (Cafolla, 2008). According to Goleman (2001), EQ might predict up to 90% of the variance in leadership effectiveness by uncovering strong positive effects of leadership commitment and effectiveness that support strong influences on leadership effectiveness. This modified Delphi study extended research on the emotional intelligence competencies to explore future possibilities of improving leadership success at mid- to high-level management tiers. The results of this study provide evidence to support emotional intelligence and leadership potential, validating the need for EQ as a leadership strategy. The Delphi study results recommended training to increase EQ in leaders and asserted that leaders with high levels of EQ are likely to improve overall organizational results, reduce turnover, reduce fraud and low performance, improve moral, and make organizations a better place to work.

Indexing (document details)
Advisor: Johnston, Elizabeth
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 74/08(E), Dissertation Abstracts International
Subjects: Business administration, Management
Keywords: Emotional intelligence, Leadership success
Publication Number: 3569338
ISBN: 978-1-303-05330-6
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