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Articles 61 - 62 of 62
Full-Text Articles in Psychology
Self-Reported Leadership Experiences In Relation To Inventoried Social And Emotional Intelligence, Lisa M. Kobe, Roni Reiter-Palmon, Jon D. Rickers
Self-Reported Leadership Experiences In Relation To Inventoried Social And Emotional Intelligence, Lisa M. Kobe, Roni Reiter-Palmon, Jon D. Rickers
Psychology Faculty Publications
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 …
Development Of Leadership Skills: Experience And Timing, Michael D. Mumford, Michelle A. Marks, American Institutes For Research, Stephen J. Zaccaro, Roni Reiter-Palmon
Development Of Leadership Skills: Experience And Timing, Michael D. Mumford, Michelle A. Marks, American Institutes For Research, Stephen J. Zaccaro, Roni Reiter-Palmon
Psychology Faculty Publications
To develop organizational leaders we need to understand how requisite skills are acquired over the course of people's careers. In this article, a cross-sectional design was used to assess differences in leadership skills across six grade levels of officers in the U.S. Army. Increased levels of knowledge, problem-solving skills, systems skills, and social skills were found at higher grade levels. Certain skills and experiences, however, were found to be particularly important at certain phases of leaders' careers. These findings are used to propose an organization-based model of skill development. Implications of this model for leader development programs are discussed.