Emotional Leadership the Importance of Research Proposal

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& Severinsson, E. (2008). "Emotionally intelligent nurse leadership: a literature review study." Journal of nursing management 16(5), p. 565-77.

In an examination of other primary studies on the subject, these researchers found emotional intelligence to be a prominent feature of nurse leadership as judged by nurses. A wide array of studies with highly varied aims reached similar conclusions in this general area.

Ashkanasy, N. & Dasborough, M. (2003). "Emotional Awareness and Emotional Intelligence in Leadership Teaching." Journal of Education for Business 79(1), pp. 18-22.

A study of the effect of adding emotional content to undergraduate leadership courses showed the benefits of such education on emotional intelligence levels as measured through direct tests. Individual emotional intelligence was predictive of individual success, whereas general interest in emotions was more predictive of team successes.

Barbuto, J. & burbach, M. (2006). "The Emotional Intelligence of Transformational Leaders: A Field Study of Elected Officials." The Journal of Social Psychology 146(1), pp. 51-64.

This study looked at elected officials who had shown success with what could be deemed transformational leadership, and found emotional intelligence to be a common factor amongst these individuals. Though narrow in its focus, this study's findings were highly applicable to the question at hand in this paper.

Chan, D. (2007). "Leadership and intelligence." Roeper review 29(3), pp. 183-9.

An examination of nearly five hundred Chinese students in a gifted program were surveyed as to their own individual perceptions regarding their emotional intelligence, emotional management, and goal orientation. Leadership abilities were paired with high perceptions of emotional intelligence and a reduced level of/concern for emotional management.

Eason, T. (2009). "Emotional Intelligence and Nursing Leadership: A Successful Combination." Creative Nursing 15(4), pp. 184-5.

Examining another facet of emotional intelligence, this study showed how useful emotional intelligence is in developing emotional management techniques and making goal-based decisions. The focus on the decision making process and acknowledgement of emotional influences were of paramount importance to this paper.

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Hicks, R. & Dess, G. (2008). "A question of leadership: Are there any potential downsides to emotional intelligence for executives, and if so, what are they?" Leadership in Action 28(5), p. 18-24.

The authors identify several potential negative effects of emotional intelligence in executives, including hesitancy and reduced profitability. The researchers' discussion provides an important balancing perspective to the main view presented in this paper and the majority of studies evaluated and contained therein.

Moore, B. (2009). "Emotional intelligence for school administrators: A priority for school reform?" American Secondary Education 37(3), pp. 20-8.

This study focuses on the role of administrators in educational settings, showing the need for emotional intelligence at all levels of an educational organization. The design and progress of education is shown as especially dependent on proper emotional guidance.

Singh, P.; Manser, P.; Mestry, R. (2007). "Importance of emotional intelligence in conceptualizing collegial leadership in education." South African Journal of Education 27(3), pp. 541-63.

The importance of emotional intelligence in educational settings, especially in the development of collegiate and collaborative atmospheres, is identified and discussed in this study. Developing adequate understandings of the needs in educational settings itself requires emotional intelligence, according to the authors.

Vesterinen, S.; Isola, a. & Paasivaara, L. (2009). "Leadership styles of Finnish nurse managers and factors influencing it." Journal of nursing management 17(4), pp. 503-9.

A comparison of leadership styles in practical nursing situations in Finland shows how emotional intelligence compares to other leadership traits more clearly than the other studies included in this paper. The findings in regards to emotional intelligence, however, were remarkably similar, with increased motivation and cohesion the result of managerial emotional intelligence.

Wang, Y. & Huang, T. (2009). "The relationship of transformational leadership with group cohesiveness and emotional intelligence." Social Behavior & Personality: An International Journal, 37(3), pp. 379-92.

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