This paper proposes three research directions related to organizational leadership and human resources. First, it examines the concept of emotional intelligence — introduced in academic literature in the early 1990s — and hypothesizes that emotionally intelligent interpersonal traits are common to all strong leaders regardless of style. Second, it considers gender-based differences in organizational management, suggesting that female-led organizations may foster greater staff diversity and more women in upper-level positions. Third, it addresses globalization and argues that cross-cultural communication competency will be essential for effective leadership in the 21st century.
The term "emotional intelligence" was first used in the academic literature in the early 1990s. By the mid-1990s, emotional intelligence had made its way into mainstream news magazines and bestseller books. According to James Kierstead (1999), "emotional intelligence is an umbrella term that captures a broad collection of individual skills and dispositions usually referred to as soft skills or inter- and intra-personal skills" (1). Emotional intelligence has received considerable attention in human resources literature, largely because the essence of human resources depends on aspects of emotional intelligence. However, research into the interface between emotional intelligence and leadership has yet to be thoroughly examined.
In particular, there is a compelling connection to be drawn between emotional intelligence and leadership. A central research hypothesis in this area is that emotionally intelligent interpersonal traits can be found in all strong leaders, regardless of their leadership styles.
One of the most exciting topics in the field of organizational behavior involves the potential differences between organizations led by women and those led by men. Because increasing numbers of large corporations are now led by women, it may be easier than ever to examine the differences between male and female leadership styles. Organizations run by men differ significantly from those run by women, especially in terms of human resources management styles.
One potential research hypothesis in this area is that female-led organizations tend to have a more diverse staff — one that includes more women in upper-level management positions — compared to their male-led counterparts.
"Cross-cultural skills essential for future leadership"
Always verify citation format against your institution’s current style guide requirements.