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Emotions in Leadership Development: A Critique of Emotional Intelligence
Mary J. Fambrough*
and
Rama Kaye Hart
University of St. Thomas
* To whom correspondence should be addressed. E-mail: Rkhart{at}stthomas.edu.
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Abstract |
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The problem and the solution. In this conceptual article, emotional intelligence (EI) is critiqued, particularly as a resource for leadership development. Ultimately, this article seeks to answer the question: What should human resource development (HRD) professionals know and reflect on as they consider the use of EI instruments and interventions in leadership development? The transmutation of emotions in organizations from negative and irrational to a positive attribute of successful leaders is traced, demonstrating how emotions have traditionally been mobilized in organizations to achieve instrumental goals. The following questions are explored: Is there one accepted model of EI? What are the instruments and measures for EI? Is there a definitive association between EI and leadership effectiveness? What issues are raised by generalizing EI abilities and competencies across cultures or in multicultural contexts? How might EI training enable leaders to abuse power more skillfully to achieve personal or organizational ends? In conclusion, suggested areas of concern for HRD practitioners are raised, and alternative ways to include increased awareness of emotions in leadership development are discussed.
First published on September 15, 2008, doi:10.1177/1523422308323542
Advances in Developing Human Resources 2008;10:740.
A more recent version of this article appeared on October 1, 2008
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