Emotional Intelligence of Leaders
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Transcript of Emotional Intelligence of Leaders
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Emotional Intelligence ofLeaders:
a profile of top executives
Journal Summary
Steven J. Stein and Peter Papadogiannis,
Jeremy A. Yip, Gill Sitarenios
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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.
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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.
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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)
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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.
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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)
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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
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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.
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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.
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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)
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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.
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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)
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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)
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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)
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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)
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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)
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