Emotional intelligence and leadership effectiveness

Author： Kerr Robert Garvin John Heaton Norma Boyle Emily

ISSN： 0143-7739

Source： Leadership and Organization Development Journal, Vol.27, Iss.4, 2006-06, pp. : 265-279

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Abstract

Purpose ‐ This paper investigates the relationship between managerial emotional intelligence (EI) levels and a rating of leadership effectiveness (subordinate ratings). Design/methodology/approach ‐ The study involved administering the Mayer Salovey Caruso emotional intelligence test (MSCEIT) EI test to 38 supervisors within a large manufacturing organisation. Ratings of supervisory leadership effectiveness were assessed via subordinate ratings on an attitude survey detailing questions relating to supervisor performance. Altogether data were collated from a total of 1,258 survey responses. Findings ‐ The overall results of the data analysis suggest that half of the MSCEIT scores may act as a strong predictor of leadership effectiveness, particularly the branches within the experiential EI domain (r=0.50, p<0.001). interestingly,="" the="" relationship="" between="" supervisor="" ratings="" and="" the="" reasoning="" ei="" domain="">r=-0.12) was not as expected. Practical implications ‐ These findings endorse the validity of incorporating EI interventions alongside the recruitment and selection process and the training and development process of managerial personnel. However, they also question the conceptual validity of a key branch (managing emotions) of the MSCEIT. Originality/value ‐ Although EI is viewed as a key determinant of effective leadership within leadership literature there is a relative dearth of supporting research that has not used student sample populations or a conceptually suspect model of EI within their research methodology.