Enhancing Leadership Skills Through Emotional Intelligence Assessment

Copyright © 2005 Multi-Health Systems Inc. All rights reserved.

Peter Papadogiannis, Ph.D.

Assessment of Leadership Effectiveness

• Researchers have rigorously attempted to uncover the factors that lead to effective leadership

• The majority of research has been dominated by a cognitive orientation – i.e., problem solving, analytical thinking, tactics

• Individuals with high IQs will generally perform well in a leadership roles – but some will struggle and other will fail

• It appears that cognitive intelligence is not the only predictor of effective leadership.

"…individuals with identical IQ's may differ very markedly in regard to their effective ability to cope with their environment…It is not possible to account for more than 50% to 70% of the intertest correlational variance after all recognizable intellectual factors are eliminated. This leaves any where from 30% to 50% of the total factorial variance unaccounted for. It is suggested that this residual variance is largely contributed by such factors as drive, energy, impulsiveness, etc."

- Wechsler

What is Emotionally Intelligent Behaviour?

Non-Ability Factors’ Role:

Is There Multiple Intelligence?

Social Intelligence• the know-how involved in comprehending

social situations and managing oneself successfully

Emotional Intelligence• ability to perceive, express, understand, and

regulate emotions

Emotional intelligence involves the “abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought; to understand emotion and emotional knowledge; and to regulate emotions to promote emotional and intellectual growth”

- Mayer & Salovey (1997)

What Is Emotional Intelligence?

How Do Emotions Effect Leadership?

• Emotions can influence judgments & decisions

• Emotions can help generate enthusiasm & optimism in an organization

• Regulating emotions effectively contributes to the ability to solve problems with minimal stress

• Emotionally intelligent leaders are more flexible, consider alternative scenarios, and avoid rigidity in their decision making.

“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader”

- Jack Welch

Wall Street Journal, January 23, 2004.

Goleman Model

ECI - Self Report Measure360 measure

Mayer-Salovey ModelMSCEITPerformance or ability measure

Bar-On ModelEQ-i Self-report measure

Models of Emotional Intelligence

Why Was the BarOn EQ-i Developed?

To help answer a basic question:

Why do some people with high IQ fail in Leadership, while others with moderate IQ succeed?

Steps in the Development of BarOn EQ-i

• Identified key determinants of success

• Operationally defined the factors

• Constructed the EQ-i

• Examined the factor structure, reliability, & validity

• Validated the EQ-i across cultures

• Extensively normed (>40,000)

How Does the EQ-i Work?

• 133 brief items answered on a 5-point scale from “Not True of Me” to “True of Me”

• 30 minutes to complete• Standard scores based on “100” as the average,

Standard Deviation of 15• Emotional intelligence increases over time

• Includes the following scales: Total EQ 5 EQ Composite Scales 15 EQ Content Scales

BarOn/EQ-i Factors

Intra-PersonalEmotional Self-Awareness

Assertiveness

Self-Regard

Self-Actualization

Independence

Inter-PersonalInterpersonal Relationship

Empathy

Social Responsibility

AdaptabilityProblem Solving

Flexibility

Reality Testing

Stress ManagementStress Tolerance

Impulse Control

General MoodOptimism

Happiness

EQ-i Leadership Report

• Center for Creative Leadership• Evaluated 236 senior managers and leaders• Benchmarks ®

– 360-degree ratings from superiors, peers, and direct reports

•BarOn EQ-i ®

The EQ-i Accounts for up to 28% of leadership performance

The EQ-i influences 7 Factors of Leadership:

Leadership Orientations

Behavioural Pillars

People OrientedProcess OrientedOrganization Oriented

Participative LeadershipCentered and Grounded LeadershipAction TakingTough Mindedness

People Oriented Leadership

• The ability to handle interactions with people

• Able to resolve personal conflict effectively

• Ability to maximize others’ performance • Ability to motivate others

People Oriented Leadership: EI Skills

• Empathy

• Social Responsibility

• Stress Tolerance

• Impulse Control

• Happiness

Process Oriented Leadership

• The ability to realize tasks,projects, and goals efficiently and on time

EI SkillsEI Skills• Assertiveness

• Independence

• Self-Actualization

• Stress Tolerance

• Optimism

Organization Oriented Leadership

• The ability to understand and make use of an organization’s structure to achieve goals, including accessing physical resources and forming alliances with others

EI SkillsEI Skills• Interpersonal Relationship

• Reality Testing

• Self-Actualization

• Impulse Control

• Happiness

Participative Leadership

• Getting buy-in from others

• Engaging others through listening and communicating

• Building consensus

• Putting people at ease

• Social Responsibility

• Happiness

• Interpersonal Relationship

• Impulse Control

• Empathy

Participative Leadership: EI Skills

Centered and Grounded Leadership• In control of themselves

• Know their strengths and weaknesses• Balance between personal and

work lives• Straightforward and self-aware• Composed under pressure

Centered and Grounded: EI Skills

• Impulse Control• Stress Tolerance• Social Responsibility• Optimism

Action Taking

• Decisiveness

• Independent yet takes into account advice of others

• Makes good decisions

• Perseveres in the face of obstacles

EI SkillsEI Skills•Independence•Assertiveness•Optimism

Tough Minded

• Showing Resiliency• Perseverance to overcome challenges• Ability to handle pressure• Remain resolved in convictions,

tasks, & goals

EI SkillsEI Skills• Self-Regard• Stress Tolerance• Impulse Control

Leadership Development with the EQ-i Leadership Report

• Identifying Potential Areas for Improvement i.e., blind spots

• Training Programs• Coaching• Additional Assessment – i.e., 360 degree multi-rater

feedback Selection• Selection/Placement

Summary of EI and Leadership

“IQ” “EI” LOW “EI”

LEADERSHIPADVANCEMENT

LEADERSHIPDERAILMENT

• EI is a single factor in determining leadership effectiveness

• EI has the potential to contribute to leadership effectiveness - EQ-i predicts 28% leadership effectiveness

• EQ-i predicts 7 factors of leadership behaviour

Contact Information

Peter Papadogiannis, Ph.D.

In Canada: 3770 Victoria Park Ave., Toronto, ON M2H 3M6;

(800) 268-6011 X 327

peter.papadogiannis@mhs.com

In U.S.: P.O. Box 950, North Tonawanda, NY 14120-0950;

(800) 456-3003 X 327

Fax: +416-492-3343; Toll Free in Canada and the U.S.

(888) 540-4484

www.mhs.com