Principal's Perceived Relationship between Emotional Intelligence, Resilience, and Resonant Leadership throughout Their Career

Autor/inn/en	Turk, Ellen W.; Wolfe, Zora M.
Titel	Principal's Perceived Relationship between Emotional Intelligence, Resilience, and Resonant Leadership throughout Their Career
Quelle	In: International Journal of Educational Leadership Preparation, 14 (2019) 1, S.147-169 (23 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	2155-9635
Schlagwörter	Principals; Administrator Attitudes; Emotional Intelligence; Resilience (Psychology); Leadership Styles; Work Experience; Leadership Qualities; Elementary Secondary Education; Assistant Principals; Metacognition; Psychological Patterns; Altruism; Empathy; Self Concept; Self Esteem; Pennsylvania + Suchen Sie Ihr Suchwort? Principal; Schulleiter; Emotionale Intelligenz; Führungsstil; Employment experience; Job experience; Occupational experience; Berufserfahrung; Führungseigenschaft; Principals; Stellvertretende Schulleitung; Meta cognitive ability; Meta-cognition; Metakognitive Fähigkeit; Metakognition; Altruistic behavior; Altruismus; Empathie; Selbstkonzept; Self-esteem; Selbstaufmerksamkeit
Abstract	Principals face many workplace stressors. Given these pressures, it is imperative that principals identify and strengthen their emotional intelligence, resilience, and resonant leadership. The purpose of this qualitative study was to examine principals' self-perceptions of the relationship between emotional intelligence and resilience and how their perceptions of these concepts were applied to initiate, utilize, and sustain resonant leadership throughout their career. This study examined the ways in which principals demonstrated evidence of initiating, utilizing, and sustaining resonant leadership. The study also examined which skills of emotional intelligence and resilience principals drew on to initiate, utilize, and sustain resonant leadership. The data was triangulated utilizing the tenets of Goleman's Four Quadrant Model of Emotional Intelligence, Reivich and Shatté's seven abilities of resilience, and Boyatzis and McKee's concept of resonant leadership (Boyatzis & McKee, 2005; Goleman, 1995; Reivich & Shatté, 2002). The study revealed that depending on a participants' years of experience, principals demonstrated different skills of emotional intelligence and resilience to initiate, utilize, and sustain resonant leadership. The study findings suggest Reivich & Shatté's seven abilities of resilience as pre-requisite skills to support a leader's ability to initiate, utilize, and sustain resonant leadership, as opposed to a byproduct of emotional intelligence and resonant leadership originally proposed by Goleman (1995) and McKee, Boyatzis, & Johnson (2008). (As Provided).
Anmerkungen	International Council of Professors of Educational Leadership. Web site: https://www.icpel.org/
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01