领导者情绪智力对领导力效能影响的元分析

以往领导者情绪智力和领导力效能之间关系的研究存在很大分歧。运用元分析方法考察了领导者情绪智力对领导力效能的影响及其组织情境和研究方法调节变量。通过纳入98篇中英文文献和110个效应量(n = 27330), 结果表明：(1)领导者情绪智力与领导力效能存在中等程度的正相关(r = 0.39)。(2)组织情境因素的调节作用检验发现, 高层领导者的情绪智力对领导力效能的影响明显高于中层和基层领导者, 非营利性组织中的领导者情绪智力对领导力效能的影响比营利组织中的影响更强, 东方文化背景下的领导者情绪智力对领导力效能的影响比西方文化背景下更强。(3)方法因素的调节作用检验发现, 采用混合模型测量的领导者情绪智力对领导力效能的影响高于采用能力模型测量的结果, 采用客观指标衡量领导力效能的相关系数比主观指标更大, 领导者情绪智力对工作态度指标的影响弱于工作绩效指标, 领导者情绪智力对群体层次效能的影响强于个体层次。从研究设计和出版标准等方面探究领导者情绪智力和领导力效能之间关系的调节变量是未来研究的重点。     

情绪领导力：概念、测量、发展与模型建构

情绪领导力是指领导者基于自身情绪能力, 通过情绪传染和策略运用来有效管理组织成员的正性和负性情绪, 充分发挥不同情绪的有利效价, 营造应景的组织情绪氛围, 带领组织成员为实现组织共同目标而奋斗。目前, 情绪领导力的测量主要是借用情绪智力量表, 缺乏标准化工具。情绪领导力的研究发展经历3个阶段：以领导情绪能力为中心、以领导情绪传染为中心和以情绪领导力为中心。基于各阶段研究梳理, 建构整合模型：遗传基因、人格和情绪特质对情绪领导力起预测作用, 大脑活动(右侧额叶)与情绪领导力互为因果关系。情绪领导力通过直接和间接两条路径对个体和组织层面的领导效能产生显著影响。未来研究应加强对概念、测量、调节机制、生物基础、组织层面议题和跨文化对比等方面进行探讨。     

Beyond cognitive ability: Improving the prediction of performance

New measures of practical intelligence and personality traits were assessed for their ability to improve the prediction of performance beyond cognitive ability. Measures of practical intelligence from the newly developed Constructive Thinking Inventory and traits measuring emotional stability and expedience were used as independent variables in regression analyses predicting academic performance, training performance and leadership ratings of 86 student leaders. The constructive thinking scales added significantly to the prediction of academic performance, beyond measures of cognitive ability. Constructive thinking also accounted for unique variance predicting training performance and leadership ratings. Personality traits were unrelated to performance or leadership.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.     

Leader esteem for the least preferred co-worker score, training, and effectiveness: an experimental examination.

A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.     

上下级情绪智力对LMX、员工工作结果变量的作用研究

本研究探讨员工情绪智力对领导一成员交换（LMX）和员工工作结果变量的影响,并分析了上级情绪智力在其间的作用。研究通过对银行业员工及其直接领导进行280份问卷调查,运用相关分析、回归分析等统计方法。发现员工情绪智力和LMX、员工的情感承诺、组织公民行为、工作绩效正相关,上级情绪智力对员工情绪智力和LMX之间的关系有缓冲作用,LMX对员工情绪智力和员工情感承诺、组织公民行为之间的关系起到部分中介作用。     

Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison

This study examined the predictive relationship between emotional intelligence and transformational leadership style. The researchers also wanted to determine gender differences in the relationship between emotional intelligence and transformational leadership style, as well as the gender differences in the emotional intelligence scores and transformational leadership style of managers. A significant predictive relationship (p < .05) was found between transformational leadership style and emotional intelligence. No significant interaction (p < .05) was found between gender and emotional intelligence while predicting transformational leadership style. A significant difference (p < .05) was found in the emotional intelligence of scores of male and female managers. Lastly, no significant difference (p > .05) was found in the transformational leadership scores of male and female managers.     

Every light has its shadow: a longitudinal study of transformational leadership and leaders’ emotional exhaustion

This study investigated the effects of transformational and laissez‐faire leadership on leaders’ own emotional exhaustion over time. Participants were 2,324 subordinates and 76 supervisors of a services company in Germany. Regression analysis revealed direct longitudinal health‐hampering effects of transformational and laissez‐faire leadership on leaders’ emotional exhaustion. Building on Hobfoll's Conservation of Resources theory (1989), our results showed that the longitudinal health‐hampering effects of transformational leadership would be particularly pronounced for leaders with high levels of organization‐based self‐esteem. Our findings extend the research on potential dark sides of transformational and laissez‐faire leadership as well as organization‐based self‐esteem by focusing on leader‐centered outcomes.     

Relationships between emotional intelligence,perceived and actual leadership effectiveness in the military context

Despite the importance of emotional intelligence and leadership effectiveness, few studies have been conducted in real-life contexts and few have distinguished between perceived and actual leadership effectiveness. This repeated-measures study involving 86 officer cadets from the Republic of Singapore Air Force investigated these relationships in a military context. Quantitative data were collected from two self-report questionnaires: the Wong and Law Emotional Intelligence Scale and the Perceived Leadership Effectiveness Scale. These two self-report tools were also administered to the participants’ peers to examine the agreement between self and other assessments of emotional intelligence. A behavior-based leadership assessment rubric completed by the participants’ supervisors was used to determine actual leadership performance. Significant positive relationships were found between emotional intelligence and both perceived and actual leadership effectiveness, as assessed by peers and supervisors, respectively. This study contributes to the understanding of emotional intelligence as a global construct and demonstrates that it is significantly associated with leadership effectiveness in a military training context. The findings have practical implications for using emotional intelligence to enhance leadership effectiveness.     

Opinion leadership types or continuous opinion leadership traits?

Opinion leadership is typically conceptualised as a continuous personality trait. However, many authors adhere to the view of qualitatively different opinion leadership types and apply arbitrary criteria to split continuous trait scores into two groups (i.e., opinion leaders vs. non‐leaders). The present study is the first to empirically evaluate this approach. A sample of N = 3812 adults (67% women) was administered a validated opinion leadership scale. Finite mixture models examined whether the latent trait distribution can be represented by a set of discrete trait levels that reflected distinct opinion leadership types. The results did not give support to a discrete typology that distinguished leaders from non‐leaders. Rather, opinion leadership was best characterised as a continuous trait.     

Workplace emotions: the role of supervision and leadership

In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.     

Self-other rating agreement and leader-member exchange (LMX)

Data from a sample of 83 elected community leaders and 391 direct-report staffers (resulting in 306 useable leader-member dyads) were used to test relations between self-other rating agreement of leadership and member-reported leader-member exchange (LMX). Results of polynomial regression analysis indicated that the self-other rating agreement model was not significantly related to member-reported LMX. Instead, virtually all of the variance in member-reported LMX was accounted for by others' ratings.     

员工及其管理者的情绪智力对员工工作绩效的影响

研究员工及其管理者的情绪智力对员工工作绩效的影响,并探索了管理者的情绪智力对其下属员工工作绩效发生影响的内在机制。采用配对取样的方法对30家企业进行了管理者与其下属员工的配对调查。结果发现,员工及其管理者的情绪智力对员工的工作绩效都有显著的正向影响,领导－部属交换在管理者情绪智力对员工情境绩效的影响中起部分中介作用,领导－部属交换在管理者情绪智力对员工任务绩效的影响中起着微弱的部分中介作用     

领导情绪智力对团队绩效和员工态度的影响——公平氛围和权力距离的作用

本研究共收集了74个工作团队的数据, 探讨了领导情绪智力对团队层面绩效(任务绩效、利他行为)和态度(满意度、团队承诺)的影响、公平氛围的中介作用以及团队权力距离的调节作用。研究结果表明：领导的情绪智力对团队绩效和态度均有显著的正向影响; 程序公平氛围中介了领导情绪智力对团队任务绩效和利他行为的影响, 交互公平氛围中介了领导情绪智力对团队任务绩效、满意度和团队承诺的影响; 团队权力距离调节了领导情绪智力和交互公平氛围的关系, 该调节关系通过交互公平氛围的中介作用影响团队任务绩效、满意度和团队承诺。     

Family size and intelligence revisited: the role of emotional intelligence.

Studies examining the link between family size and intelligence have consistently found a negative relationship. Children born into larger families tend to score lower on intelligence tests than children raised in smaller families. One recurrent but unexplained finding is that the relation between intelligence and number of siblings is consistently significant for verbal intelligence but inconsistent for nonverbal intelligence. Here, we conceptualize emotional intelligence as one facet of nonverbal intelligence. The research develops a measure of emotional intelligence and uses it to test the hypothesis that emotional intelligence is positively correlated with family size. The results, based upon a sample of graduate students, support the hypothesized relationship. Implications for the study of family size and intelligence, for refining the conceptualizations and measures of nonverbal intelligence, and for leadership theory, are discussed.     

The mainstream is not electable: when vision triumphs over representativeness in leader emergence and effectiveness

Theories of visionary leadership propose that groups bestow leadership on exceptional group members. In contrast, social identity perspectives claim that leadership arises, in part, from a person's ability to be seen as representative of the group. Integrating these perspectives, the authors propose that effective leaders often share group members' perspectives concerning the present, yet offer a unique and compelling vision for the group's future. In addition, although intergroup contexts may increase the value of representativeness, the authors predict that vision dominates representativeness in single-group situations characterized by high levels of collective stress (e.g., a natural disaster). Five studies demonstrated that visionary leaders (those who offer novel solutions to their group's predicament) attract more followers, promote group identification and intrinsic motivation, mobilize collective action, and effectively regulate group members' emotions and reactions to crises compared to representative leaders. The authors discuss when, why, and how vision triumphs over representativeness in leader emergence and effectiveness.     

需求和接受的授权型领导匹配对下属工作结果的影响：情绪耗竭的中介作用

基于人-环境匹配理论和压力认知交互作用理论, 本文探讨了下属需求和接受的授权型领导匹配性对下属态度、行为和绩效的影响及情绪耗竭的中介作用。本文分别通过对150位领导与150位下属(研究1)、50位领导与243位下属(研究2)的配对样本开展两项多时点、多来源的问卷数据收集, 并采用跨层次多项式回归和响应面分析方法得出以下结论: (1)下属需求和接受的授权型领导失配会导致下属情绪耗竭; (2)相对于授权不足, 领导的过度授权更会导致下属情绪耗竭; (3)下属需求和接受的授权型领导匹配性通过作用于下属情绪耗竭进而影响下属对领导的满意度、组织公民行为和工作绩效。     

Pattern and variable approaches in leadership emergence and effectiveness

This study examined variable and pattern approaches to studying the influence of individual differences on both leadership emergence and leader effectiveness. Emergent leaders were identified and then followed for 9 months of effectiveness data gathering. Bivariate correlation and regression analyses were complemented by person-based analyses. Results showed that the same pattern of individual differences (high intelligence, high dominance, high general self-efficacy, and high self-monitoring) was associated with both leadership emergence and leader effectiveness. Persons scoring high on the set of individual difference variables emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.     

Transformational Leadership and Job Involvement: The Moderation of Emotional Contagion

This study examined the moderating effects of emotional contagion, including leaders' emotional contagion and subordinates' emotional susceptibility, on the relationship between transformational leadership and subordinates' job involvement. By investigating 210 soldiers from eight companies of the Taiwan Army, a three-way interaction effect was found. For leaders with high emotional contagion, the positive relationship between transformational leadership and subordinates' job involvement was stronger for subordinates' with high (versus low) susceptibility. For leaders with low emotional contagion, no such interaction was found. We discuss the implications of these findings for future research in this area.