This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book.
Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.
Contents: A.P. Brief, J.P. Walsh, Series Editors' Foreword. R.E. Riggio, Multiple Intelligences and Leadership: An Overview. Part I:Multiple Domains of Intelligence. R.J. Sternberg, Successful Intelligence: A New Approach to Leadership. S.J. Zaccaro, Organizational Leadership and Social Intelligence. D.R. Caruso, J.D. Mayer, P. Salovey, Emotional Intelligence and Emotional Leadership. J. Hogan, R. Hogan, Leadership and Sociopolitical Intelligence. Part II:Models of Leadership and Multiple Intelligences. F.E. Fiedler, The Curious Role of Cognitive Resources in Leadership. B.M. Bass, Cognitive, Social, and Emotional Intelligence of Transformational Leaders. D.G. Winter, The Motivational Dimensions of Leadership: Power, Achievement, and Affiliation. M.M. Chemers, Integrating Models of Leadership and Intelligence: Efficacy and Effectiveness. Part III:Applications of Multiple Intelligences to Leader Effectiveness. S.E. Murphy, Leader Self-Regulation: The Role of Self-Efficacy and Multiple Intelligences. L.R. Offermann, L.U. Phan, Culturally Intelligent Leadership for a Diverse World. R. Aditya, R.J. Hause, Interpersonal Acumen and Leadership Across Cultures: Pointers From the GLOBE Study. R.E. Riggio, F.J. Pirozzolo, Commentary: Multiple Intelligences and Leadership: Implications and Applications for Research and Training.
The Series in Organization and Management publishes books that establish innovative avenues of inquiry or significantly alter the course of contemporary research in an established area.
Taking a broad view of the domain of organization and management scholarship, the editors seek to publish theoretical and empirical works grounded in a variety of disciplinary perspectives that focus on units of analysis ranging from individuals to industries. In addition, the series welcomes purely methodological contributions, as well as edited volumes of original essays.
Manuscript proposals should be sent to: Art Brief, Department of Management, University of Utah, 1645 E Campus Center Drive #105, Salt Lake City, Utah 84112-9304 (email@example.com), Michael Frese (firstname.lastname@example.org), Kim Elsbach (email@example.com), and Christina Chronister (firstname.lastname@example.org).