Follower perceptions of the emotional intelligence of change leaders: A qualitative study

Roy Smollan, Ken Parry

Research output: Contribution to journalArticleResearchpeer-review

21 Citations (Scopus)

Abstract

We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers' emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants' perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

Original languageEnglish
Pages (from-to)435-462
Number of pages28
JournalLeadership
Volume7
Issue number4
DOIs
Publication statusPublished - Nov 2011

Fingerprint

emotional intelligence
follower
leader
emotion
organizational change
ambivalence
attribution
employee
Emotional intelligence
Follower
Qualitative study
leadership
Emotion
ability
interview

Cite this

Smollan, Roy ; Parry, Ken. / Follower perceptions of the emotional intelligence of change leaders : A qualitative study. In: Leadership. 2011 ; Vol. 7, No. 4. pp. 435-462.
@article{4e924bdb47684c97aceedc1ff7703362,
title = "Follower perceptions of the emotional intelligence of change leaders: A qualitative study",
abstract = "We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers' emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants' perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.",
author = "Roy Smollan and Ken Parry",
year = "2011",
month = "11",
doi = "10.1177/1742715011416890",
language = "English",
volume = "7",
pages = "435--462",
journal = "Leadership",
issn = "1742-7150",
publisher = "SAGE Publications Ltd",
number = "4",

}

Follower perceptions of the emotional intelligence of change leaders : A qualitative study. / Smollan, Roy; Parry, Ken.

In: Leadership, Vol. 7, No. 4, 11.2011, p. 435-462.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Follower perceptions of the emotional intelligence of change leaders

T2 - A qualitative study

AU - Smollan, Roy

AU - Parry, Ken

PY - 2011/11

Y1 - 2011/11

N2 - We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers' emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants' perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

AB - We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers' emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants' perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

UR - http://www.scopus.com/inward/record.url?scp=80855130171&partnerID=8YFLogxK

U2 - 10.1177/1742715011416890

DO - 10.1177/1742715011416890

M3 - Article

VL - 7

SP - 435

EP - 462

JO - Leadership

JF - Leadership

SN - 1742-7150

IS - 4

ER -