Original Research
Thinking style preference, emotional intelligence and leadership effectiveness
SA Journal of Industrial Psychology | Vol 34, No 1 | a422 |
DOI: https://doi.org/10.4102/sajip.v34i1.422
| © 2008 Tessie H. Herbst, Kobus G. Maree
| This work is licensed under CC Attribution 4.0
Submitted: 06 March 2008 | Published: 24 April 2008
Submitted: 06 March 2008 | Published: 24 April 2008
About the author(s)
Tessie H. Herbst, Tshwane University of Technology, South AfricaKobus G. Maree, University of Pretoria, South Africa
Full Text:
PDF (331KB)Abstract
In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profle (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours.
Keywords
thinking style; emotional intelligence; transformational leadership; brain dominance; brain hemisphericity
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