Emotional intelligence of leaders: a profile of top executives

Abstract

Purpose -The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention. Design/methodology/approach -The Emotional Quotient Inventory (EQ-i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations, the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). A series of questions relating to pre-tax operating profits over the past three years, previous year's net profit, and various business challenges were asked of each executive. Findings -The results showed that top executives differed significantly from the normative population on the EQ-i in eight of the 15 EQ-i subscales. Executives who possessed higher levels of empathy, self-regard, reality testing, and problem solving were more likely to yield high profit-earning companies, while Total EQ-i was related to the degree to which a challenge was perceived as being easy with respect to managing growth, managing others, and training and retaining employees. Practical implications -The findings enable researchers and practitioners to better understand what leadership differences and similarities exist at various organizational levels. These profiles further aid in human resource initiatives such as leadership development and personnel selection. Originality/value -Despite empirical evidence supporting the relationship between EI and leadership, research with high-level leadership samples is relatively sparse. The study examines EI in relation to two unique, yet high functioning executive groups, which will enable further exploration into the emotional and psychological structure of these high-performing groups.

The impact of coaching on the emotional and social intelligence competencies of leaders

“…The relevance of the Bar-On model to the development of effective leadership behaviour in organisations is supported by a significant number of studies (Kotzé & Venter 2011;Prins et al 2011;Stein et al 2009). The five main components and 15 sub-components of this model are described in more detail in Table 1.…”

“…Maintaining healthy and satisfying interpersonal relationships, showing empathy by being sensitive to the what, how and why of people's feelings and contributing to the group's well-being are critical for leadership success. Stein et al (2009) report that leaders possessing higher levels of self-regard (to accurately perceive, understand and accept oneself) and empathy are more likely to yield high-profit earnings for companies.…”

“…Researchers have generally recognised the importance of all the EQ-i components as factors contributing to leadership success (Kotzé & Venter 2011;Stein et al 2009). The inductive coding results discussed earlier revealed that, despite the challenges identified, the coaching process was generally considered positive and the likely impact thereof on effective leadership was recognised by the participants in the study.…”

Emotional Intelligence and Transformational Leadership Style Empirical Research on Public Schools in Jordan

“…Kerr et al (2006) employed the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) developed by Mayer et al (2000) to measure the total level of emotional intelligence and abilities of individuals in four areas, specifically perceiving, understanding, using, and managing emotions. Stein et al (2009) measured emotional intelligence using the Emotional Quotient Inventory developed by Bar-On (1997). Table 1 shows the dimensions and measures of emotional intelligence used in the literature.…”

Emotional Intelligence Aptitude: an Essential Pillar for Health Service Providers

“…The study also inferred that the Hospital management must, in an operative routine, give importance on amending the administration professionals and jobs must also expand the societal consciousness aptitude of workers', so that the hospital could endure for its advanced therapies as health care benefactor. Stein et al (2009) investigated with regards to the scores of Emotional Intelligence among managerial staff in association to net turnover, retention, development supervision and supervision of workers. The conclusions from the study exposed that staff who possess more self-centeredness, delinquent resolving intellect, challenging general knowledge and consideration upshots generate higher amount of productivity.…”