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Applying Emotional Intelligence Skills to Leadership and Decision Making in Non-Profit Organizations

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  • James D. Hess

    (Department of Family Medicine, Oklahoma State University Center for Health Sciences, 1111 W 17th St. Tulsa, OK 74107, USA)

  • Arnold C. Bacigalupo

    (Voyageur One, Oakbrook, IL 60181, USA)

Abstract

Non-profit organizations and leaders may benefit from the utilization of behaviors attributed to emotional intelligence. The consideration of emotional intelligence skills becomes a strategy for the development of the non-profit organizational leader’s ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision-making process. The purpose of this paper is to identify how emotional intelligence skills can be applied to enhance the leadership decision-making processes within the non-profit organization. Goleman’s (2001) and Boyatzis’ et al . (2000) four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to leadership decision-making within the non-profit organization. A checklist of questions and observations is provided to assist non-profit leaders in the improvement of emotional intelligence awareness, as well as the application of emotional intelligence skills to decisions and decision-making processes.

Suggested Citation

  • James D. Hess & Arnold C. Bacigalupo, 2013. "Applying Emotional Intelligence Skills to Leadership and Decision Making in Non-Profit Organizations," Administrative Sciences, MDPI, vol. 3(4), pages 1-19, November.
    • Handle: RePEc:gam:jadmsc:v:3:y:2013:i:4:p:202-220:d:30158
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    References listed on IDEAS

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    2. Hilary, Gilles & Hui, Kai Wai, 2009. "Does religion matter in corporate decision making in America?," Journal of Financial Economics, Elsevier, vol. 93(3), pages 455-473, September.
    3. Charles R. Schwenk, 1990. "Conflict in Organizational Decision Making: An Exploratory Study of Its Effects in For-Profit and Not-For-Profit Organizations," Management Science, INFORMS, vol. 36(4), pages 436-448, April.
    4. Randall Collins, 1993. "Emotional Energy as the Common Denominator of Rational Action," Rationality and Society, , vol. 5(2), pages 203-230, April.
    5. Katherine Lyford Milkman & Dolly Chugh & Max H. Bazerman, 2008. "How Can Decision Making Be Improved?," Harvard Business School Working Papers 08-102, Harvard Business School, revised Jul 2008.
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    Cited by:

    1. Cheng-Wen LEE & Alum KUSUMAH, 2020. "Analysis of the Influence of the Emotional, Intellectual and Spiritual Intelligence on Employee Performance with Work Motivation as a Moderating Variable," Management and Economics Review, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 5(1), pages 51-67, June.

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