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Annotated Bibliography Of Emotional Intelligence

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 officers’ emotional intelligence with the climate of the organization in which they were working. AASCU chief officers participated in the data analysis. The emotional intelligence quotient was measured with the help of a bar test (EQ-I) emotional quotient inventory test. The organizational environment impact is measured through an organizational climate descriptive questionnaire. The analysis of the result showed a positive relationship between the emotional quotient of CDOs and the perception of organizational 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. In the U.S., the other subject of the analysis was the relationship between commanding officers’ self-management efficiency and the analysis done by the Navy executive officer. The method used for the comparative study was the Talent Smart Adaptive Leadership scale. The results indicated effective professional performance in officers with high EQ scores as compared to officers with low scores. The executive officer assessment on the talent smart scale proved the positive relationship between effective leadership and high EQ scores 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. Two hundred managers participated as supervisors. The applied tests for the assessment were the Caruso EI test, multifactor leadership survey, Mayer, and Savoy test. The perception of supervisors was also examined through the Bannock and Eisenberg leadership scale. The assistant’s leadership perception was also checked through Garvin and Boyle’s test. The test findings displayed a positive correlation between transformational behaviors and 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 managers in terms of professional success. The extent of emotional intelligence’s contribution to the development of positive attitude, its impact, and its outcome was also examined. Carmelli’s investigation suggested that emotional intelligence mediates positive attitudes in the workplace and the emergence of selfless behavior. The effect of the EI build also resolves the conflict between work and family, but it does not impact the 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.

The authors did an exploration of the elements of emotional intelligence and their role in career outcomes. The authors built theories based on 273 senior managers from various banks in Lebanon. The result of the investigation showed a positive connection between career commitment and self-emotion regulation along with other emotions. Self-appraisal/ self-emotion regulation was a 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.

In this paper, the author used the social exchange approach to investigate the perception of emotional regulation of a leader and the adherent’s commitment to the organization in Anhui, China. The author performed the 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. In contrast, the deep acting indicated a positive influence.



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