The attributed emotional intelligence of change leaders: A qualitative study
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Organisational change is a potentially affective experience. The relationship between emotional intelligence and the leadership of organisational change has been the subject of very little quantitative research and apparently no qualitative studies have been done. We outline why we chose a qualitative approach and report on how this has shed new light on how change followers perceive an aspect of the emotional intelligence of change leaders. We found that when followers of change believed that leaders understood their emotional reactions, and responded appropriately, they felt more comfortable and had a more positive orientation to the change.
This document has been peer reviewed.