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Cited by

• 2005The case for the ability‐based model of emotional intelligence in organizational behavior440 cited
• 2006Emotional intelligence and leadership effectiveness419 cited
• 2009Emotional labor and leadership: A threat to authenticity?408 cited
• 2002Emergent leaders as managers of group emotion398 cited
• 2006The Emotional Intelligence of Transformational Leaders: A Field Study of Elected Officials367 cited
• 2011The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory314 cited
• 2006Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performance298 cited
• 2002Empathy and complex task performance: two routes to leadership287 cited
• 2005Values, emotions, and authenticity: Will the real leader please stand up?285 cited
• 2012Hope and positive affect mediating the authentic leadership and creativity relationship246 cited
• 2009How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy238 cited
• 2008The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups218 cited
• 2014Educational Leaders and Emotions218 cited