Home > Research > Publications & Outputs > Does Leadership Still Not Need Emotional Intell...

Electronic data

  • EI_Letter_Exchange_accepted_version_for_Moodle

    Rights statement: 18m

    Accepted author manuscript, 567 KB, PDF document

    Embargo ends: 1/01/50

    Available under license: CC BY-NC-ND

View graph of relations

Does Leadership Still Not Need Emotional Intelligence?: Continuing “The Great EI Debate”

Research output: Contribution to journalJournal articlepeer-review

  • Marie Dasborough
  • Neal Ashkanasy
  • Ronald Humphrey
  • Peter Harms
  • Marcus Crede
  • Dustin Wood
<mark>Journal publication date</mark>9/05/2021
<mark>Journal</mark>The Leadership Quarterly
Publication StatusAccepted/In press
<mark>Original language</mark>English


The study of emotional intelligence (EI) in the field of leadership, and in the organizational sciences in general, has often been characterized by controversy and criticism. But the study of EI has nonetheless persisted by developing new measures and models to address these concerns. In a prior letter exchange by Antonakis, Ashkanasy, and Dasborough (2009), two author teams debated the role of EI in the leadership literature, but also set an agenda for research and reconciliation for the future. The present exchange revisits these arguments using evidence accumulated over the past decade. Specifically, the authors debate not only the evidence for the predictive power of EI for workplace outcomes, but also the validity of EI as a construct, the measurement of EI, and the appropriateness of analytical tests for establishing the value of EI. Although the author teams agree on the value of the study of emotions and the need for rigorous research in this area, they nonetheless propose alternative agendas and priorities for the future. Further, they conclude that the issues identified in this exchange are not unique to the study of EI; but should also serve to inform the study of other personality factors and leadership more broadly.