Special issue on on being emotionally intelligent

Citation

(2009), "Special issue on on being emotionally intelligent", Leadership & Organization Development Journal, Vol. 30 No. 2. https://doi.org/10.1108/lodj.2009.02230baa.001

Special issue on on being emotionally intelligent

Article Type: Call for papers From: Leadership & Organization Development Journal, Volume 30, Issue 2

Guest Edited by: Susan Cartwright and Dirk Lindebaum

There are few studies in the management literature that explore the tension arising when “emotionally intelligent” (EI) behaviour serves organisational interests and yet at the same time safeguards one’s wellbeing and integrity. This tension can be related to the view that organisations and individuals may not, of necessity, converge on the same objectives. This lack of research should give rise to significant concern, as corporate EI intervention schemes are ubiquitous and increasing, impelled by the view that the results thereof will positively affect the “bottom line” in organisations. By now, a multi-million dollar “training” industry is thriving on claims that EI is a learned competence that can be trained at any stage, a claim that is not without its critics. Several writers lament that in these schemes individuals are often told “how” to feel. Such normative and prescriptive undertaking can have, for instance, detrimental implications for the wellbeing of individuals, as the suppression of truly felt emotions has been associated with negative physiological costs (e.g. increased blood pressure and heart rate). In contrast, a recent meta-analysis has shown that higher EI (as a trait) is associated with better mental, psychosomatic, and physical health. One overarching question manifests itself therefore: Who is the beneficiary of EI? Is it the organisation or the individual? The special issue seeks to examine these questions through the lens of leadership roles, as leaders often operate at the interface between these two forces. For instance, a leader may be under pressure to sustain the competitive advantage of an organisation. Yet, those at the receiving end may experience undue stress as a result of it.

The objectives of this special issue are to: generate research interest into this underrepresented line of inquiry; and to publish a collection of high-quality articles that stem from a variety of management disciplines and areas within a comprehensive volume. Articles submitted should aim to inform theory development, enhance practice where possible, and encourage future empirical work. Such articles can adopt a qualitative and/or quantitative focus.

The articles will undergo a rigorous double-blind review process, using LODJ’s normal review process and selection criteria. Submissions must reflect the original work of the author(s), which has not previously been published and is not under consideration for publication elsewhere.

Authors should follow regular LODJ guidelines, which can be found on the journal’s web site. Please submit articles via e-mail to one of the Guest Editors:

Susan CartwrightProfessor of Organizational Psychology & Well-BeingDirector of the Centre for Organizational Health & Well-BeingLancaster UniversityE-mail: susan.cartwright@lancaster.ac.uk

Dirk LindebaumPostdoctoral Fellow in Organisational PsychologyDivision of People, Management & OrganisationManchester Business SchoolE-mail: dirk.lindebaum@mbs.ac.uk

Manuscripts must be received by 1 October 2009. Earlier submissions are welcome