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dc.contributor.authorSmollan, RK
dc.contributor.authorParry, KW
dc.date.accessioned2011-09-26T02:24:41Z
dc.date.available2011-09-26T02:24:41Z
dc.date.copyright2011
dc.date.issued2011-09-26
dc.identifier.citationLeadership, November 2011, vol. 7 (4), 435-462.
dc.identifier.issn1742-7150
dc.identifier.issn1742-7150 (print) 1742-7169 (online)
dc.identifier.urihttp://hdl.handle.net/10292/2120
dc.descriptionWe present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.
dc.description.abstractWe present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.
dc.format.mediumPrint/online
dc.languageEnglish
dc.publisherSage
dc.relation.urihttp://dx.doi.org/10.1177/1742715011416890
dc.rightsAuthors retain the right to place his/her pre-publication version of the work on a personal website or institutional repository. This article may not exactly replicate the final version published. It is not the copy of record. The final, definitive version of this paper has been published by SAGE Publications Ltd. All rights reserved. © 2011. (please see Citation and Publisher’s Version).
dc.subjectEmotions
dc.subjectEmotional intelligence
dc.subjectLeadership
dc.subjectOrganizational change
dc.titleFollower perceptions of the emotional intelligence of change leaders: a qualitative study
dc.typeJournal Article
dc.rights.accessrightsOpenAccess
dc.identifier.doi10.1177/1742715011416890


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