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Exploring the Rhetoric of the Emotionally (Un) Intelligent CEO in Times of Crisis

dc.rights.licenseopenen_US
dc.contributor.authorHAAG, Christophe
hal.structure.identifierESTIA INSTITUTE OF TECHNOLOGY
dc.contributor.authorWOLFF, Marion
dc.contributor.authorASHKANASY, Neal M.
dc.contributor.authorTROTH, Ashlea C.
dc.contributor.authorHUMPHREY, Ronald H.
dc.date.accessioned2025-01-17T08:59:48Z
dc.date.available2025-01-17T08:59:48Z
dc.date.issued2024-01-29
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/204352
dc.description.abstractEnPurpose - Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.Study Design/Methodology/Approach - 40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).Findings - The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team. Originality/Value - Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis. Research Limitations - It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).
dc.language.isoENen_US
dc.publisherEmeralden_US
dc.source.titleEmotion in Organizationsen_US
dc.subject.enLeadership
dc.subject.enEmotional intelligence
dc.subject.enCEO
dc.subject.enBoard of directors
dc.subject.enVerbal address
dc.subject.enCrisis
dc.title.enExploring the Rhetoric of the Emotionally (Un) Intelligent CEO in Times of Crisis
dc.typeChapitre d'ouvrageen_US
dc.identifier.doi10.1108/S1746-979120240000019007en_US
dc.subject.halSciences de l'Homme et Société/Economies et financesen_US
dc.subject.halSciences de l'Homme et Société/Gestion et managementen_US
bordeaux.page133-153 p.en_US
bordeaux.hal.laboratoriesESTIA - Rechercheen_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.inpressnonen_US
bordeaux.import.sourcehal
hal.identifierhal-04495092
hal.version1
hal.popularnonen_US
hal.audienceInternationaleen_US
hal.exportfalse
workflow.import.sourcehal
dc.rights.ccPas de Licence CCen_US
bordeaux.COinSctx_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.btitle=Emotion%20in%20Organizations&rft.date=2024-01-29&rft.spage=133-153%20p.&rft.epage=133-153%20p.&rft.au=HAAG,%20Christophe&WOLFF,%20Marion&ASHKANASY,%20Neal%20M.&TROTH,%20Ashlea%20C.&HUMPHREY,%20Ronald%20H.&rft.genre=unknown


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