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Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness

David Rosete (Department of Psychology, University of Wollongong, Wollongong, Australia)
Joseph Ciarrochi (Department of Psychology, University of Wollongong, Wollongong, Australia)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 July 2005

Abstract

Purpose

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This study seeks to investigate the relationship between emotional intelligence (EI), personality, cognitive intelligence and leadership effectiveness.

Design/methodology/approach

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Senior executives (n=41) completed an ability measure of EI (MSCEIT), a measure of personality (16PF5) and a measure of cognitive ability (the Wechsler abbreviated scale of intelligence (WASI)). Leadership effectiveness was assessed using an objective measure of performance and a 360° assessment involving each leader's subordinates and direct manager (n=149).

Findings

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Correlational and regression analyses revealed that higher EI was associated with higher leadership effectiveness, and that EI explained variance not explained by either personality or IQ.

Originality/value

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This paper establishes a link between EI and workplace measures of leadership effectiveness.

Keywords

Citation

Rosete, D. and Ciarrochi, J. (2005), "Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness", Leadership & Organization Development Journal, Vol. 26 No. 5, pp. 388-399. https://doi.org/10.1108/01437730510607871

Download as .RIS

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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