Do leaders need EI? A study of the relationship between EI and leadership of change
Do leaders need EI? A study of the relationship between EI and leadership of change
Over the last few years there has been a significant and sustained growth in interest in the area of leadership. This paper reviews the development in thinking and research in relation to leadership. The limitations of progress in our understanding of the phenomenon are discussed. Building from this review, the potential for a view of leadership relating to its role in the context of change and its relationship to Emotional Intelligence is
explored. The relationship between the Competencies associated with change leadership and Emotional Intelligence is examined by means of a quantitative study involving a
sample of 70 managers. Change Leadership Competencies are operationalised using an instrument reported by Higgs and Rowland (2000). Emotional Intelligence is operationalised using the EIQ developed by Dulewicz and Higgs (1999). The study
reported in this paper demonstrates strong correlations between six of the seven elements of Emotional Intelligence and all five
factors in the Change Leadership Competency (CLC) model.
In addition, the overall EI score correlates significantly with the overall CLC score. The author concludes that Emotional Intelligence potentially plays a significant part in
the effectiveness of leadership in a change context and identifies areas for further research.
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
2001
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Higgs, M.J.
(2001)
Do leaders need EI? A study of the relationship between EI and leadership of change.
International Journal of Business.
Abstract
Over the last few years there has been a significant and sustained growth in interest in the area of leadership. This paper reviews the development in thinking and research in relation to leadership. The limitations of progress in our understanding of the phenomenon are discussed. Building from this review, the potential for a view of leadership relating to its role in the context of change and its relationship to Emotional Intelligence is
explored. The relationship between the Competencies associated with change leadership and Emotional Intelligence is examined by means of a quantitative study involving a
sample of 70 managers. Change Leadership Competencies are operationalised using an instrument reported by Higgs and Rowland (2000). Emotional Intelligence is operationalised using the EIQ developed by Dulewicz and Higgs (1999). The study
reported in this paper demonstrates strong correlations between six of the seven elements of Emotional Intelligence and all five
factors in the Change Leadership Competency (CLC) model.
In addition, the overall EI score correlates significantly with the overall CLC score. The author concludes that Emotional Intelligence potentially plays a significant part in
the effectiveness of leadership in a change context and identifies areas for further research.
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Published date: 2001
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Local EPrints ID: 58110
URI: http://eprints.soton.ac.uk/id/eprint/58110
PURE UUID: c7f42b25-e3b7-4728-8863-d5c46756c41b
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Date deposited: 12 Aug 2008
Last modified: 22 Oct 2022 01:40
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