An exploration of the relationship between emotional intelligence and leadership potential
An exploration of the relationship between emotional intelligence and leadership potential
This research note explores the extent to which the claims for the importance of emotional intelligence as a predictor of leadership potential are borne out. The paper reports the results of an exploratory study of a leadership development centre in which participants also completed an established measure of emotional intelligence - the EIQ Managerial. The sample comprised 40 senior managers working within the New Zealand Public Service (NZPS). The results provide some evidence to support the relationships between EI and leadership potential asserted from both a theoretical standpoint and from other studies of leadership performance. The limitations of sample size are clearly identified. The results do however, indicate that further research using both larger and more diverse samples may be warranted.
public services, leadership, New Zealand
814-823
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Aitken, P.
98596aab-4c61-46f4-8407-8e6b25159246
2003
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Aitken, P.
98596aab-4c61-46f4-8407-8e6b25159246
Higgs, M.J. and Aitken, P.
(2003)
An exploration of the relationship between emotional intelligence and leadership potential.
Journal of Managerial Psychology, 18 (8), .
(doi:10.1108/02683940310511890).
Abstract
This research note explores the extent to which the claims for the importance of emotional intelligence as a predictor of leadership potential are borne out. The paper reports the results of an exploratory study of a leadership development centre in which participants also completed an established measure of emotional intelligence - the EIQ Managerial. The sample comprised 40 senior managers working within the New Zealand Public Service (NZPS). The results provide some evidence to support the relationships between EI and leadership potential asserted from both a theoretical standpoint and from other studies of leadership performance. The limitations of sample size are clearly identified. The results do however, indicate that further research using both larger and more diverse samples may be warranted.
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Published date: 2003
Keywords:
public services, leadership, New Zealand
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Local EPrints ID: 58112
URI: http://eprints.soton.ac.uk/id/eprint/58112
ISSN: 0268-3946
PURE UUID: 33e2b6cd-cbd9-4b18-a27d-5d05761fbb4b
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Date deposited: 12 Aug 2008
Last modified: 16 Mar 2024 03:57
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Author:
P. Aitken
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