{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,10,26]],"date-time":"2026-10-26T23:50:47Z","timestamp":1793058647875,"version":"4.5.0"},"reference-count":72,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2016,3,7]],"date-time":"2016-03-07T00:00:00Z","timestamp":1457308800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,3,7]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 The purpose of this paper is to examine whether the leader\u2019s emotional intelligence influences the leader\u2019s preferences for different ways of combining leadership behaviors (i.e. combinative aspects of leadership style). <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 The authors used a hybrid design to collect the data to avoid common-method biases. The authors described a high-stress workplace in a vignette and asked participants to rank four styles of combining a task-oriented leadership (i.e. Pressure) statement and a socio-emotional leadership (i.e. Support) statement. The authors then asked participants to complete a Likert-scale based questionnaire on emotional intelligence. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 The authors found that leaders who prefer to provide Support immediately before Pressure have higher levels of emotional intelligence than do leaders who prefer the three other combinative styles. Leaders who prefer to provide Pressure and Support separately (i.e. provide Pressure 30 minutes after Support) have the lowest levels of emotional intelligence. <\/jats:p>\n <\/jats:sec>\n \n Research limitations\/implications<\/jats:title>\n \u2013 A key implicit assumption in the work is that leaders do not want to evoke negative emotions in followers. The authors did not take into account factors that influence leadership style which participating managers would be likely to encounter on a daily basis such as the relationship with the follower, the follower\u2019s level of performance and work experience, the gender of the leader and the gender of the follower, the hierarchical levels of the leader and follower, and the followers\u2019 preferred combinative style. The nature of the sample and the use of a hypothetical scenario are other limitations of the study. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 Providing leadership behaviors that are regarded as effective is necessary but not enough because the emotional impact of leadership behaviors appears to also depend on how the behaviors are configured. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 This is the first study to show that the emotional intelligence of leaders is related to their preferences for the manner in which they combine task and social leadership statements. Furthermore, two-factor theories of leadership propose that the effects of task and social leadership are additive. However, the findings show that the effects are interactive.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/lodj-04-2014-0082","type":"journal-article","created":{"date-parts":[[2016,2,12]],"date-time":"2016-02-12T05:22:05Z","timestamp":1455254525000},"page":"107-125","source":"Crossref","is-referenced-by-count":45,"title":["Combinative aspects of leadership style and emotional 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