Emotional Intelligence and Leadership in Organization: A Meta-analytic Test of Process Mechanisms

The present study – employing psychometric meta-analysis of 92 independent studies with sample sizes ranging from 26 to 322 leaders – examined the relationship between EI and leadership effectiveness. Overall, the results supported a linkage between leader EI and effectiveness that was moderate in nature (ρ = .25). In addition, the positive manifold of the effect sizes presented in this study, ranging from .10 to .44, indicate that emotional intelligence has meaningful relations with myriad leadership outcomes including effectiveness, transformational leadership, LMX, follower job satisfaction, and others. Furthermore, this paper examined potential process mechanisms that may account for the EI-leadership effectiveness relationship and showed that both transformational leadership and LMX partially mediate this relationship. However, while the predictive validities of EI were moderate in nature, path analysis and hierarchical regression suggests that EI contributes less than or equal to 1% of explained variance in leadership effectiveness once personality and intelligence are accounted for.

Cultural Intelligence: Extending the Nomological Network

This dissertation consists of three independent studies, which study the nomological network of cultural intelligence (CI)—a relatively new construct within the fields of cross-cultural psychology and organizational psychology. Since the introduction of this construct, CI now has a generally accepted model comprised of four codependent subfactors. In addition, the focus of preliminary research within the field is on understanding the new construct’s correlates and outcomes. Thus, the goals for this dissertation were (a) to provide an additional evaluation of the factor structure of CI and (b) to examine further the correlates and outcomes that should theoretically be included in its nomological network. Specifically the model tests involved a one-factor, three-factor, and four-factor structure. The examined correlates of CI included the Big Five personality traits, core self-evaluation, social self-efficacy, self-monitoring, emotional intelligence, and cross-cultural experience. The examined outcomes also included overall performance, contextual performance, and cultural adaption in relation to CI. Thus, this dissertation has a series of 20 proposed and statistically evaluated hypotheses. The first study in this dissertation contained the summary of the extant CI literature via meta-analytic techniques. The outcomes of focus were significantly relevant to CI, while the CI correlates had more inconclusive results. The second and third studies contained original data collected from a sample of students and adult workers, respectively. In general, the results between these two studies were parallel. The four-factor structure of CI emerged as the best fit to the data, and several correlates and outcomes indicated significant relation to CI. In addition, the tested incremental validity of CI showed significant results emerging in both studies. Lastly, several exploratory analyses indicated the role of CI as a mediator between relevant antecedent and the outcome of cultural adaption, while the data supported the mediator role of CI. The final chapter includes a thorough discussion of practical implications as well as limitation to the research design.

Intelligence, Surveillance & Reconnaissance como Agente de Mudança

O século XXI introduziu profundas mudanças no espaço onde a atuação militar se desenvolve. Esta mutação, que agora inclui o domínio físico e cognitivo na ação militar, impõe a adoção de novos conceitos de operação e estruturas organizacionais mais ágeis, de forma a fazerem face a um ambiente altamente volátil, imprevisível e complexo. Tal contexto torna as organizações, hoje mais do que nunca, dependentes de informação (e dos sistemas que as geram), e no âmbito das organizações militares, uma capacidade em particular assume, na atualidade, uma preponderância fulcral para o sucesso destas, que se designa por Intelligence, Surveillance & Reconnaissance (ISR). Considerando a complexidade de sistemas, processos e pessoas que envolvem toda esta capacidade, torna-se relevante estudar como a Força Aérea Portuguesa (FAP) está a acomodar este conceito no interior da sua estrutura, uma vez que a sua adaptação requer uma organização da era da informação, onde o trabalho em rede assume particular destaque. A presente investigação analisa formas de estruturas organizacionais contemporâneas e cruza-as com as recomendações da Organização do Tratado do Atlântico Norte (também designada por Aliança), comparando-as posteriormente com a atualidade da FAP. No final, são efetuadas propostas tangíveis, que podem potenciar as capacidades existentes, de onde se destaca a criação de uma matriz de análise quanto à eficiência organizacional, uma nova forma de organização das capacidades residentes no que ao ISR concerne, bem como o modo de potenciar o trabalho em rede com base nos meios existentes. Abstract: The 21st century has caused profound changes in the areas where military action takes place. This mutation, which now includes the physical and cognitive domain in military action, requires the adoption of new concepts of operation and more agile organizational structures in order to cope with a highly volatile, unpredictable and complex environment. Thus, more than ever, this makes the present organizations dependent of information (and the systems that generate them), in the case of military organizations, a particular capability undertakes today a strong impact on the success of military organizations. It is known as Intelligence, Surveillance& Reconnaissance (ISR). Taking into account the complexity of systems, processes and people involving all this capability, it is relevant to study how the Portuguese Air Force (PAF) is accommodating this concept within its structure, since the adaptation requires an organization adapted to the information era, where networking is particularly prominent. This research aims to analyze contemporary forms of organizational structures and cross them with the recommendations of the North Atlantic Treaty Organization (also known as Alliance), later comparing them with today's PAF. At the end of this investigation, some tangible proposals are made which can enhance existing capabilities: we can highlight the creation of an analysis matrix for organizational efficiency, a new form of organization of the resident capabilities in the ISR concerns, as well as the way of enhancing networking, based on existing means.

Building an organizational change communication theory

The difficulty of communicating during organizational change has intensified with the prevalence of continuously changing organizations (Buchanan, Claydon & Doyle, 1999). The difficulty faced by managers is compounded by the lack of studies examining organizational communication within a context of organizational change (Eisenberg, Andrews, Murphy, & Laine-Timmerman, 1999; Lewis & Seibold, 1996). Not surprisingly then, is there a paucity of organizational change theory to guide further research and practitioners. This paper addresses the lack of organizational change communication research and contributes to theoretical development of communication during organizational change. A model of change communication during continuous change is presented from the analysis of two longitudinal empirical studies. Central constructs of the model are the monologic change communication, the dialogic change communication and the background talk of change. Further Van de Ven and Poole's (1995) Process Theories of Change are extended to consider the sequencing of the three constructs. The findings suggest that the sequencing of the dominant change communication approaches is informed by an alignment of individual communication competences and organizational change communication expectations.

A framework for analyzing system intelligence of the building control system : a study of the integrated building management system

The lack of satisfactory consensus for characterizing the system intelligence and structured analytical decision models has inhibited the developers and practitioners to understand and configure optimum intelligent building systems in a fully informed manner. So far, little research has been conducted in this aspect. This research is designed to identify the key intelligent indicators, and develop analytical models for computing the system intelligence score of smart building system in the intelligent building. The integrated building management system (IBMS) was used as an illustrative example to present a framework. The models presented in this study applied the system intelligence theory, and the conceptual analytical framework. A total of 16 key intelligent indicators were first identified from a general survey. Then, two multi-criteria decision making (MCDM) approaches, the analytic hierarchy process (AHP) and analytic network process (ANP), were employed to develop the system intelligence analytical models. Top intelligence indicators of IBMS include: self-diagnostic of operation deviations; adaptive limiting control algorithm; and, year-round time schedule performance. The developed conceptual framework was then transformed to the practical model. The effectiveness of the practical model was evaluated by means of expert validation. The main contribution of this research is to promote understanding of the intelligent indicators, and to set the foundation for a systemic framework that provide developers and building stakeholders a consolidated inclusive tool for the system intelligence evaluation of the proposed components design configurations.

Organizational ambidexterity and corporate entrepreneurship : the differential effects on venturing, innovation and renewal processes

Most corporate entrepreneurship studies have focused on either innovation, venturing or strategic renewal making comparison between the antecedents of all three aspects of corporate entrepreneurship difficult. Moreover, studies on corporate entrepreneurship hardly address organizational antecedents, while simultaneously managing and organizing CE and mainstream activities has been seen as a major challenge for incumbent firms. Our findings show that organizational ambidexterity has strong and differential effects on venturing, innovation and renewal. We find, for example, that innovation is affected by horizontal integration, while strategic renewal is significantly influenced by integration on top management team level.