5.10 Expected Findings
HA: There is a statistically significant correlation between leadership competencies (emotional, social, cognitive intelligence) and leadership effectiveness.
Ha1: There is a statistically significant correlation between emotional intelligence and leadership effectiveness.
Ha2: There is a statistically significant correlation between social intelligence and leadership effectiveness.
Ha2: There is a statistically significant correlation between cognitive intelligence and leadership effectiveness.
Regarding the first hypothesis (HA), that there is a statistically significant correlation between leadership competencies (emotional, social, cognitive intelligence) and leadership effectiveness, the expected finding is that this hypothesis will be confirmed. Based on the contingency theory underlying the research, Boyatzis, Good, and Massa (2012) have found that these traits have been significantly linked to leadership efficacy, given that they are essential factors that must be utilized when assessing what types of leadership techniques to apply in specific instances. Without understanding how to read people’s emotions, personality types, and responsiveness to different communication styles in an appropriate fashion, leaders cannot lead.
It is also expected that regarding the extent to which variation in emotional intelligence explains variation in leadership effectiveness, that there will be a particularly significant correlation between emotional intelligence and measured leadership effectiveness. This will also be true of social intelligence, which is expected to significantly correlate with leadership effectiveness. Emotional and social intelligence is needed to adapt leadership to different situations and personalities. Leadership is not simply an exercise of charisma or being able to issue orders but requires subtle awareness of different motivational techniques.
The hypothesis of a strong correlation between cognitive intelligence and leadership effectiveness also expected to be confirmed, given that some level of cognitive intelligence is needed to be able to assess contingency variables, such as the specific skills needed to address the task at hand. It is expected that cognitive intelligence, however, will be a less significant factor than emotion and social intelligence in leadership effectiveness, given that leadership is an interpersonal skill. In other words, while a certain level of cognitive intelligence is needed for optimal functioning in a leadership capacity, it must be accompanied by emotional and social intelligence.
H2a: There is a statistically significant correlation between leadership competencies and leadership experience.
H2a1: There is a statistically significant correlation between emotional intelligence and leadership experience.
H2a2: There is a statistically significant correlation between social intelligence...
Cognitive and Emotional Intelligence: Cognitive intelligence and emotional intelligence are concepts that have been widely used and examined in relation to their impact on the workplace performance of employees. Actually, these two concepts are largely considered to be significant individual differences in the organizational behavior field. Some theories have argued that cognitive intelligence is the most basic probable indicator for individual workplace performance since the recruitment of individuals based on intelligence
Emotional Intelligence in Organizations The term "emotional intelligence" refers to a person's ability to identify and regulate his own emotions, as well as the ability to identify and respond appropriately to the emotions of others. The notion that emotional intelligence is linked to professional and commercial success has been around since the 1930s, when psychologist Robert Thorndike coined the phrase "social intelligence," essentially referring to intrapersonal and interpersonal communication skills. In
Theoretical Foundation The basis of this research is contingency theory. Contingency theory suggests leadership effectiveness depends mostly on situational variables. Personality and other subjective measures can be considered contingencies. Likewise, emotional, social, and cognitive intelligence are all contingency variables that can impact leadership effectiveness. Leadership experience is also a contingency, which is why prior experience can be a variable mitigating leadership effectiveness. As Boyatzis, Good & Massa (2012) point out, emotional,
In other words Emotional Intelligence means that the individual is capable of: (1) Accurately perceiving emotions in oneself and others; (2) Uses emotions to facilitate thinking; (3) Understands emotional meanings; and (4) Manages emotions well. This model is referred to as the 'ability' model of emotional intelligence. (Mayer & Salovey, 1997) DANIEL GOLEMAN-PERSONAL & SOCIAL COMPETENCE Daniel Goleman proposed the model of emotional intelligence based on the Personal and Social competencies
Emotional Intelligence and Effective Leadership EMOTIONAL INTELLIGENCE - AN EFFECTIVE AND RELEVANT LEADERSHIP VIRTUE IN MODERN TIMES Emotional intelligence can be defined as the ability to appreciate and clarify emotions, as well as to use them to improve and develop thoughts. In management and leadership in the workplace, emotional intelligence is an essential skill that allows one to reason with, and about emotions. Another definition of emotional intelligence is the capability to
Social psychology is the study of human behavior in social situations, showing how social pressures and sociological variables can impact psychological phenomenon such as identity, motivation, personality, or behavior. A quintessential topic in the field of social psychology is bullying. Bullying can be studied from a public health perspective, showing how the external variables such as how a school is designed and the leadership and organizational culture of the school
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