Emotional Intelligence and Leadership in a South African Financial Services Institution

Abstract

The purpose of this study was to determine whether there is a relationship between emotional intelligence and leadership effectiveness among senior leaders in a South African financial services organisation. The sample consisted of 973 participants. A convenience sample was used because the leaders were part of a strategic organisational initiative that included the completion of the measurement instruments used for the current study. The participants completed the Bar-On EQ-i, a measure of emotional intelligence, and the leadership effectiveness data were obtained from an organisation specific Multi-rater that accessed self-ratings, peer and subordinate ratings, as well as manager ratings in terms of leadership behaviours linked to organisational worldviews of leadership effectiveness. Partially due to the large sample size, the results showed that there were statistically significant correlations between emotional intelligence and the leadership variables as measured for the leaders, but the prediction value between these variables was not practically significant.

Emotional intelligence in South African women leaders in higher education

“…This study supports the insight (Darkwah, 2007;Kinnear, 2014;Mayer & Van Zyl, 2013; that women leadership plays a pivotal role in South African leadership. They aim at high-quality professional leadership (Van Wyk, 2012) by applying EQ aspects (Cavazotte et al, 2012;Du Toit et al, 2016;Pillay et al, 2013). This research responds to Andries's (2009) request to understand and improve women leaders' EI to then improve their success).…”

“…EI has been linked to various organisational variables such as positive work attitudes, behaviour and outcomes (Sinha & Kumar, 2016). It has also been linked positively to leadership (Du Toit et al, 2016;Pillay et al, 2013) and job satisfaction (Kafetsios & Zampetakis, 2008) to name but a few. EI, as a broad construct addresses the emotional, personal, social and survival dimensions of intelligence (Stein & Book, 2006, p. 16;Stein, Papadogiannis, Yip & Sitarenios, 2009).…”

“…However, there seem to be robust debates and lack of consensus around what exactly the definition of EI should comprise (Dulewicz & Higgs, 2000). Bar-On's (1997, p. 14) non-cognitive model more generically referred to EI as 'an array of non-cognitive capabilities, competencies and skills that influence one's ability to succeed in coping with environmental demands and pressures' (Du Toit, 2014). Bar-On (2002) refers to EI as a construct and suggests that there is significant overlap between many concepts involved in EI and he thus refers to it more generally as emotional and social intelligence (ESI).…”

“…EI is an essential aspect in determining one's ability to succeed in life and is understood to directly influence one's state of mind or overall degree of emotional health (Bar-On, 1997). Based on these insights, Stuart and Paquet (2001, p. 30) postulate, 'emotional health should also have some impact on the presence or absence of leadership ability' (Du Toit, 2014).…”

“…Emotional intelligence (EI) and emotional quotient (EQ), which refers to the subscales of EI, play a pivotal role in leadership studies (Cavazotte, Moreno & Hickmann, 2012;Du Toit, Viviers & Mayer, 2016;Pillay, Viviers & Mayer, 2013), particularly in the self-development of women. It occurs on the micro-level in observed and measured increases in the productivity, building positive relations and gaining emotional commitment from human capital.…”