Rosemary, M.T (2007). The emotional intelligence of chief development officers in public higher education institutions of the Mid-Atlantic region and organizational climate perceptions of their development teams (Ed. D Dissertation).Retrieved from
ProQuest Dissertations & Theses Global.
The study examined the relationship of chief development officer’s emotional intelligence with the climate of the organization in which they were working. For the data analysis, AASCU Chief Officers participated. The emotional intelligence quotient was measured with the help of a bar test (EQ-I) emotional quotient inventory test. The organizational environment impact measured through organizational climate descriptive questionnaire. The analysis of the result showed a positive relationship between emotional quotient of CDOs and the perception regarding organization climate.
Provencher., & Jerome. (2014. The relationship between emotional intelligence and Navy commanding officer leadership effectiveness. (Ph.D. Dissertation).Retrieved from
ProQuest Dissertations & Theses Global.
The paper examined the Emotional intelligence score and leadership efficacy of Navy Commanding officers. The U.S. the other thing that was the subject of the analysis was the relationship of commanding officer self-management efficiency in comparison with the analysis done by the Navy executive officer. The method used for the comparative study was Talent smart adaptive leadership scale. The results indicated effective professional performance in officers with high EQ score as compared to officers with a low score. The executive officer assessment on talent smart scale proved the positive relationship of effective leadership with high EQ score in officers.
Dabke., & Deepika. (2012) Impact of Leader’s Emotional intelligence and Transformational Behavior on perceived leadership effectiveness: A multiple source View. SAGE, 4:27-40
The study aimed to check the performance based on transformational leadership in comparison with performance based on emotional intelligence conducted by superiors. 200 managers participated supervisors. The applied tests for the assessment were Caruso EI test, multifactor leadership survey, Mayer, and savoy test. The perception of supervisors also examined through bannock and Eisenberg leadership scale. The assistant’s leadership perception was also checked through Garvin, and Boyle test. The test findings displayed a positive correlation between transformational behaviors with improved and effective leadership.
Carmelli, A. (2003). The relationship between emotional intelligence and work attitudes, behavior and outcomes: An examination among senior managers. Journal of Managerial Psychology, 18: 788-813. DOI 10.1108/02683940310511881
The author performed an empirical investigation on the role of emotional intelligence in the success of public sector senior manager’s professional success. The extent of emotional intelligence contribution in the development of positive attitude, its impact and outcome were also examined. Carmelli investigation suggested that emotional intelligence mediates positive attitudes at workplace, and emergence of selfless behavior. The effect of the EI build also resolves the conflict between work-family but it does not impact job satisfaction parameter.
Ahmad, S., Seleim, A., Bontis, N., & Mostapha, N. (2017). Emotional Intelligence and Career Outcomes: Evidence from Lebanese Banks. The journal of corporate Transformation, 24:161-169. https://doi.org/10.1002/kpm.1533
The authors did an exploration of the elements of emotional intelligence and their role in career outcome. The authors built theories based on 273 senior managers from various banks in Lebanese. The result of the investigation showed the positive connection of career commitment with self-emotion regulation along with other emotions. The self-appraisal/ self-emotion regulation came out as the strong predictor of career and turnover.
Moin, M.F. (2017). The link between perceptions of leader emotion regulation and followers’ organizational commitment. Journal of Management Development, 37: 178-187. https://doi.org/10.1108/JMD-01-2017-0014
In this paper, the author used social exchange approach to investigate the emotional regulation perception of a leader and also the adherent’s commitment towards organization in Anhui, China. The author performed quantitative analysis with PLS-SEM technology. The leader’s parameter was deep and surface acting in relationship with cohorts normative, affective and continuance commitment. Results suggested a negative impact of surface acting by a leader on all committees of cohorts. While the deep acting indicated positive influence.