Leaders Lacking Emotional Intelligence: Towards A Theory Of Tobephobic Leaders

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Prakash Singh

Keywords

Tobephobic Leaders, Leaders’ Tobephobic Intellectuality, Leaders’ Tobephobic Emotionality, Tobephobic Workplace Experiences

Abstract

Does a theory on tobephobic leaders (TLs) exist? In attempting to advance a  theory on TLs, it is very pertinent to ask: Who are intelligent leaders? Research strongly suggests that intelligent leaders can mean numerous things because this conceptualization of intelligent leaders can be based exclusively on their intellectuality (cognitive abilities - IQ), or their emotionality (emotional intelligence – EQ), or a combination of both. Expectedly, leaders who intellectualize and depend solely on their cognitive skills would tend to avoid the conscious recognition of the emotional basis of their decisions by substituting a superficially plausible, but questionable, explanation for their workers. On the other hand, leaders who base their decisions solely on their emotions can be accused of being irrational and  not being task-oriented. The complexities of  modern organizations in the twenty-first century require a new focus on leadership that extends well beyond possessing cognitive abilities alone.

 

The focus of this paper is to advance a theory of TLs because no such attempt has yet been made globally. The primary objective of this article is to expand the notions of leadership that are currently in practice in organizations. Such a theory could make a major impact on how we view leadership practices in different organizations and could, therefore, make a significant contribution to our understanding of leadership activities. The theory of TLs will be embedded  in two dimensions of leadership: intellectuality and emotionality. Hence, relevant research will be cited to evoke the prevalence and effects of TLs on human resources.

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