WHY “EMOTIONAL INTELLIGENCE” DOES NOT PREDICT LEADERSHIP EFFECTIVENESS: A COMMENT ON PRATI, DOUGLAS, FERRIS, AMMETER, AND BUCKLEY (2003)

Abstract

This article provides a commentary on the article “Emotional intelligence, leadership effectiveness, and team outcomes” by Prati, Douglas, Ferris, Ammeter, and Buckley (2003). The role of emotional intelligence (EI) as a construct in organizational behavior is addressed by discussing (a) the boundary conditions of theories in organizational behavior; (b) the relative importance of EI, g and personality in leadership effectiveness; (c) whether EI is needed for leadership effectiveness; (d) the degree EI is a unique construct versus a part of normal psychological functioning; (e) the relationship between EI and levels of analyses in organizations; and (f) whether EI is important for charismatic leadership. This discussion concludes with a cautionary note about premature excitement over the use of EI in the workplace.

Citation

Antonakis, J. (2003), "WHY “EMOTIONAL INTELLIGENCE” DOES NOT PREDICT LEADERSHIP EFFECTIVENESS: A COMMENT ON PRATI, DOUGLAS, FERRIS, AMMETER, AND BUCKLEY (2003)", The International Journal of Organizational Analysis, Vol. 11 No. 4, pp. 355-361. https://doi.org/10.1108/eb028980