(精品)leadership.pptx

Emotional Intelligence andTransformational and TransactionalLeadership:A Meta-Analysiselements of EI such as empathy,self-confidence,and self-awareness are the core underpinnings of visionary or transformational leadership(Goleman,Boyatzis,&McKee,2002)EI may represent an elusive“X”factor for predicting transformational leadership(Brown&Moshavi,2005).skepticism of the link between EI and leadership outcomes(Antonakis,Ashkanasy,&Dasborough,2009;Landy,2005;Locke,2005)and many studies have failed to find significant relationships between EI and transformational leadership in particular(e.g.,Brown,Bryant,&Reilly,2006;Moss,Ritossa,&Ngu,2006;Sosik&Megarian,1999;Weinberger,2004).Transformational Leadership：Transformational leaders act as mentors to their followers by encouraging learning,achievement,and individual development.They provide meaning,act as role models,provide challenges,evoke emotions,and foster a climate of trust.Bass&Avolio,1997理想化影响力Idealized influence(attributed)refers to the socialized charisma of the leader and whether or not he or she is perceived as being confident and committed to high-order ideals。Idealized influence(behavioral)refers to charismatic actions by the leader that are based on values,beliefs,or ideals.个性化关怀Individualized consideration is the extent to which a leader attends to the needs and concerns of his or her followers by providing socio-emotional support.mentoring followers,maintaining frequent contact,encouraging followers to self-actualize,and empowering them。鼓舞性激励Inspirational motivation is the degree to which leaders inspire and appeal to followers by setting challenging goals and communicating optimism with regard to goal attainment。智力激发Intellectual stimulation refers to the extent to which leaders engage in behaviors that cause followers to challenge their assumptions,think creatively,take risks,and participate intellectually.Bass and Avolios(1997)transactional leadership factors 权变奖励Contingent reward refers to the degree that leaders operate according to economic and emotional exchange principles with followers.The leader sets out clear goals and expectations and rewards followers for working toward them.例外管理Management-byexception(active)is the extent to which a leader actively monitors followers for mistakes and tries to correct them.Management-by-exception(passive)refers to leaders who wait for mistakes to occur before acting to correct them.laissez-faire leadershipwhich refers to the absence of leadership.Laissez-faire leaders avoid making decisions or taking positions,hesitate to take action,abdicate their authority,and are typically absent when they are needed.即使correct需要也没有。management-by-exception(passive)parents taking an active interest in the development of their child,high parental moral standards,and whether or not individuals enjoyed school and their prior work experience(Avolio,1994）Extraversion,Agreeableness,Emotional Stability,and Openness(Bono&Judge,2004)，Need for Power(Antonakis&House,2002;Sashkin,2004),moral reasoning(Turner,Barling,Epitropaki,Butcher,&Milner,2002),and secure attachment style(Popper,Mayseless,&Castelnovo,2000).Higher levels of intelligence have also been found to be related to transformational leadership(Atwater&Yammarino,1993).capacity of individual differences to predict transformational leadership has been disappointing.As a consequence,it has been suggested that other,unexplored factors such as EI may play a prominent role in predicting transformational leadership behaviors(Bass,2002;Brown&Moshavi,2005;Nye,2008).EI:“the set of abilities(verbal and non-verbal)that enable a person to generate,recognize,express,understand,and evaluate their own and others emotions in order to guide thinking and action that successfully cope with environmental demands and pressures”(Van Rooy&Viswesvaran,2004)As a trait,EI is considered to be an innate characteristic that enables and promotes well-being.Trait EI has been described as a constellationof emotional self-perceptions at the lower levelsof personality hierarchies(Petrides,Pita,&Kokkinaki,2007).Trait EI has used self-report measures such as the Bar-On(1997)Emotional Quotient Inventory or the Swinburne University Emotional Intelligence Test(Palmer&Stough,2001).As an ability,EI is considered to be important for not only comprehending and regulating emotions,but also understanding and integrating them into cognitions.On these measures,participants may be asked to identify the emotions conveyed by pictures,report on how they would manage or change emotions in response to hypothetical scenarios,relate emotions to sensory stimuli,or report on circumstances that would be expected to change emotional states(Mayer,Salovey,&Caruso,2004).Antonakis(2004)has noted that in numerous studies,EI measures fail to add incrementally to the prediction of work outcomes above and beyond established measures of personality and cognitive intelligence.Moreover,concerns have been raised about the susceptibility of trait-based EI measures to faking under high-stakes conditions(Day&Carroll,2008).empathy may be necessary for transformational leaders who display individual consideration to followers.emotion management may promote positive affect and confidence in followers expressing and generating new ideas.self-aware leaders may possess a greater than average sense of purpose and meaning.those skilled at emotional management are also those more likely to put the needs of others ahead of their own personal needs.George(2000)argued that emotional appeals may be used by transformational leaders for inspirational motivation.Others have pointed out that adherence to professional or moral standards of behavior are common aspects of both EI and transformational leadership(Brown et al.,2006).Hypothesis 1:Emotional intelligence will be positively related to transformational leadership.Because active management-by-exception behaviors reflect reactive and routine leadership behaviors that require no insightor empathy,it is not expected that there would be any relationship with EI(Barling et al.,2000).However,it is expected that EI would show negative relationships with passive management-by-exception and laissez-faire leadership behaviors,because individuals with elevated EI are thought to be higher on initiative and self-efficacy(Goleman et al.,2002).Hypothesis 2:Emotional intelligence will be positively related to contingent reward behaviors.Hypothesis 3:Emotional intelligence will be negatively related to management-by-exception (passive)and laissez-faire leadership behaviors.PsychINFO(1872-2009),Dissertation Abstracts(1980-2009),Business Sources Premier,and ERIC,unpublished data sourcesemotional intelligence,transformational leadership,multifactor leadership questionnaire,and charismatic leadershipThis initial search yielded a total of 106 articles,dissertations,and technical reports.Studies that reported statistically significant correlations,but not nonsignificant correlations,were not included in our analysis;the inclusion of such studies would result in upwardly biased meta-analytic estimates of the strength of relationships.Our final database was comprised of correlations derived from 62 independent samples,representing data from 7,145 leaders.Although we found a moderate relationship between EI and transformational leadership behaviors,this was only present for studies where results may have been inflated by the methodological confounds of common method bias and socially desirable responding.It has been argued that one of the reasons that there is seldom much agreement on ratings of leadership effectiveness is that different kinds of raters use different criteria(Hogan,Curphy,&Hogan,1994).Indeed,it has been pointed out that it is unfair to judge the current state of research in EI using results from early measures(Ashkanasy&Daus,2005).One potential problem is that,to date,there exists no well-designed study that validates the proposed EIleadership relationship(Antonakiset al.,2009).the majority of the studies that were used in this meta-analysis relied on self-reports as both predictors and criteria.EI,which occurs mostly within the individual,should be assessed using self-reports or performance data.Transformational leadership measures,on the other hand,are behavioral in nature and best studied from the point of view of those who are meant to be affected by them.As aconsequence,further research needs to focus more on using multiple ratings sources to establish an accurate picture of the nature of this relationship.only in rare cases was EI tested for incremental validity above and beyond measures of intelligence and personality.Given that previous research has demonstrated that measures of EI often fail to add validity beyond such measures(Antonakis,2004;Antonakis et al.,2009),further research aiming to test the relationship between EI and leadership would benefit from such controls.Further research needs to make efforts to test the validity of EI and related constructs in different cultural contexts to establish the universality and possible cultural moderators of the phenomena under investigation(Sadri,Weber,&Gentry,2008)further research should look for possible moderators of the relationship between EI and transformational leadership such as the intensity of emotional displays or the role of gender and age of leaders and followers.