Emotional Intelligence of Leaders

download Emotional Intelligence of Leaders

of 17

Transcript of Emotional Intelligence of Leaders

  • 8/4/2019 Emotional Intelligence of Leaders

    1/17

    Emotional Intelligence ofLeaders:

    a profile of top executives

    Journal Summary

    Steven J. Stein and Peter Papadogiannis,

    Jeremy A. Yip, Gill Sitarenios

  • 8/4/2019 Emotional Intelligence of Leaders

    2/17

    Emotional Intelligence at Work

    Bar-On 1997, Bar-On and Parker, 2000;

    Goleman, 1998; Stein and Book: the

    consruct of emotional intelligence has

    received considerable attention in

    apllied and academic test and hasbeen identified as an important part

    of individuals ability to succesfully

    contribute to an organizationssuccess.

  • 8/4/2019 Emotional Intelligence of Leaders

    3/17

    Emotional Intelligence at Work (contd)

    While there are several conceptual

    definitions of emotional intelligence

    (Bar-On, 1997; Goleman, 1995, 1998;

    Mayer et al. 2000; Salovey and Mayer,

    1989), they all share severaltheoretical underpinnings,which

    include: an awareness of ones own

    emotions, an awareness of emotions inothers, an understanding of emotions,

    and the ability to manage ones own

    emotions and the emotions of others.

  • 8/4/2019 Emotional Intelligence of Leaders

    4/17

    The two prominent models of EI:

    Ability modelsEI according to intelligence theory, emphasizing

    the cognitive elements of EI and uses a

    performance-based assessment method known as

    the MSCEIT (Mayer et al., 2002) to discriminatevarious levels of EI

    Skill based models

    Is trait-based and encompasses a broader set of

    competencies

    A measurement tool that underpins the skills

    based model is the Emotional Quotient Inventory

    (EQ-i; Bar-On, 1997

    Emotional Intelligence at Work (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    5/17

    Emotional Intelligence and Leadership

    George 2000: Because of constanly changingbusiness environment, leadership position often

    require more than just task competencies and

    technical know-how

    Riggio et al. 2002 : effective leaders possessmultiple forms of intelligence, which allows them

    to respond successfully to various situations.

    Carmeli, 2003: In particular, scholars have noted

    that emotional skills are essential for executive

    level leader performance and become increasingly

    important (compared to IQ and technical skills) as

    individuals advance within their organizational

    hierarchies.

  • 8/4/2019 Emotional Intelligence of Leaders

    6/17

    Rubin et al. (2005) : leaders who

    were able to perceive emotions more

    accurately were rated more highly on

    transformational leadership behavior,

    suggesting that these types of leaders weremore interpersonally sensitive than leaders

    who rely on contingent reward behavior

    Emotional Intelligence and Leadership(contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    7/17

    To examine the emotional intelligence

    (EI) scores of two high profile executivegroups in comparison with the general

    population.

    To investigate the executive groups EI

    scores in relation to various

    organizational outcomes such as netprofit, growth management, and

    employee management and retention.

    Purpose

  • 8/4/2019 Emotional Intelligence of Leaders

    8/17

    Methods

    The Emotional Quotient Inventory (EQ-i)

    was administered to a sample of 186executives (159 males and 27 females)

    belonging to one of two executive

    mentoring associations, the Young

    Presidents Organization (YPO) and theInnovators Alliance (IA).

    A series of questions relating to pre-tax

    operating profits over the past three years,previous years net profit, and various

    business challenges were asked of each

    executive.

  • 8/4/2019 Emotional Intelligence of Leaders

    9/17

    Hypothesis

    1. The executive group will have

    significantly higher scores onemotional intelligence than the

    general population.

    2. Higher scores on emotional

    intelligence will be positively related

    to the degree to which managingothers was perceived as less

    challenging.

  • 8/4/2019 Emotional Intelligence of Leaders

    10/17

    3. Higher scores on emotional

    intelligence will be positively relatedto the degree to which a business

    challenge was perceived as less

    challenging

    4. Executives who possess higher levels

    of emotional intelligence will yieldhigher profit

    Hypothesis (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    11/17

    Results and Discussions

    Hypothesis 1 the sample of executives obtained

    significantly higher total EQ-I scores than

    the general population

    that executives demonstrated higher

    Intrapersonal and general mood composite

    scale scores

    Adaptability composite scale was higheramong the suggesting that a critical ability

    for leaders is to understand and respond to

    internal and external events.

  • 8/4/2019 Emotional Intelligence of Leaders

    12/17

    The executive group displayed greater Self-

    Regard, Self-Actualization Assertiveness andIndependence. Each of these subscales reflects

    skills that facilitate intrapersonal effectiveness

    On many occasions an executive will be facedwith difficult decisions (e.g. layoffs,

    restructuring, mergers) that are relevant for

    the organizations continued prosperity;

    however, the same decision may bedetrimental to smaller groups or individuals. In

    order to make these tough decisions, an

    executive may at times have to lower his or

    her social consciousness

    Results and Discussions (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    13/17

    Hypothesis 2 and 3

    Total EI was positively related to the degreeto which a challenge was perceived as easy

    with respect to managing growth, managing

    others, training employees, and retaining

    employees

    EI showed significant relationships with

    those challenges that center on

    interpersonal activities as opposed to moretask-oriented challenges such as raising

    capital and coping with technological

    change

    Results and Discussions (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    14/17

    Top executives are aware of key emotional

    information (their own and the people theylead) and use this information in their

    interactions with others, as well as when

    delivering their message to the

    organization. By doing so, executives areable to increase staff motivation and

    dedication

    Intrapersonal composite scale, were

    positively related to managing others,

    training employees, and retaining

    employees, thereby indicating that intrinsic

    Results and DiscussionsResults and Discussions (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    15/17

    Hypothesis 4

    The participants were divided into twocategories: the high profit group and the

    non-high profit group

    The EQ-i subscale of Empathy was shown to

    differentiate between high and low

    profitability -> effective leaders regularly

    display empathic behavior to demonstrate

    their understanding of how others feel,which fortifies working relationships and

    unifies teams

    Results and DiscussionsResults and Discussions (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    16/17

    Self-Regard defined as the ability to respect

    and accept oneself as basically good withgeneral feelings of security, inner strength,

    and self-assuredness

    Reality Testing and Problem Solving, both

    underlying the Adaptability composite scale,were also related to profitability

    Leaders who can realistically and accurately

    construe external events and who areeffective problem solvers tend to be

    capable of realizing higher profits

    Results and DiscussionsResults and Discussions (contd)

  • 8/4/2019 Emotional Intelligence of Leaders

    17/17