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Running head: RESEARCH ANALYSIS 1

Research Analysis

Ruby Grace J

Capella University

RESEARCH ANALYSIS 2

Is There a Relationship Between Leadership and Emotional Intelligence?

Many researchers have analyzed the utility of emotional intelligence in effective leaders.

In this fast-paced world where organizations change rapidly, it is important for employees and

leaders to adapt to changes and move toward further success to maintain a competitive edge. One

of the good leadership traits, along with being trustworthy, kind, approachable, and wise is to

have a calm state of mind, irrespective of the situation. This quality a leader possesses actually

indicates that he/she has a high degree of emotional intelligence.

One only needs to look at the recent corporate scandal such as Toshiba’s accounting

scandal, where the company admitted to overstating its income by almost two billion dollars

which is four times its estimate, (Matthews & Gandel, 2015) and a corporate success such as

LinkedIn, where the company’s recent strategy to help young people build their own professional

networks earned an additional 25 million subscribers, to know that leadership makes a huge

difference to an organization (Lipscombe-Southwell, n.d.). LinkedIn has shown a massive

growth in its user base and popularity under the leadership of its CEO, Jeff Weiner, in the recent

past, especially since 2013. It is obvious that great leaders ignite and inspire to bring out the best

in their employees to not only boost their individual potential but also boost the potential of the

company as a whole. Generally, when people try to gauge the reason behind the success of

leaders, they speak of strategy, vision, or powerful ideas and tend to ignore another powerful

element that is — emotional intelligence.

“Emotional intelligence is the ability to understand and manage not just your own

emotions but also those of the people around you. People with a high degree of emotional

intelligence know exactly what they’re feeling, what it means and how it can affect other people”

(Finkle, 2012, p. 2).

RESEARCH ANALYSIS 3

Emotional intelligence in relation to leadership has been an area of research for a decade

now. This paper evaluates the research literature on the question "Is there a relationship between

leadership and emotional intelligence?" in terms of reliability, credibility, ethics, and value.

According to the working paper published by Guillen and Florent-Treacy (2011), leadership

behaviors can be broadly categorized into two: getting along behaviors (teaming and liberation)

and getting ahead behaviors (perceiving, motivating, planning, and rewarding). Their study

analyzes these behaviors and appraises the magnitude to which getting along behaviors in

managerial environment facilitate the influence of emotional intelligence and getting ahead

behaviors.

The main motive of Guillen and Florent-Treacy (2011), behind performing this research

was to produce a faculty and research working paper on the mediating influence of collaborative

behaviors and to explain the linkage between emotional intelligence and leadership effectiveness.

According to them, even though previous researchers have analyzed the relation between

leadership performance and emotional intelligence, no research assessed how precisely

emotional intelligence translates into the two broad categories of leadership effectiveness

(getting along and getting ahead behaviors).

In this study conducted by Guillen and Florent-Treacy, job performance is cast as

effectiveness of leadership. Most people would agree that leaders who are able to manage their

emotions usually tend to provide a controlled and regulated work environment where employees

feel at ease. Emotional intelligence assists to build a suitable, trusting atmosphere for work

relations, which positively influences job performance. Because of this reason, emotional

intelligence was analyzed in this study as a vital influence on leadership behavior and the

following three hypotheses were proposed:

Comment [SAM1]: Nice job in introducing your research question. You give the reader a good roadmap to follow.

RESEARCH ANALYSIS 4

Hypotheses Developed

Hypothesis 1: “Emotional intelligence has a direct, positive effect on getting along

behaviors at work” (Guillen & Florent-Treacy, 2011, p. 7). This hypothesis was developed based

on the results of several studies that showed emotional intelligence influences interpersonal

relationships at work, which in turn leads to team coordination and leadership advent. Hence,

Guillen and Florent-Treacy hypothesized that leaders’ getting along behaviors at work are

influenced by emotional intelligence.

Hypothesis 2: “Getting along behaviors at work have a positive effect on getting ahead

leadership behaviors” (Guillen & Florent-Treacy, 2011, p. 8). Research on teamwork and

collaboration showed a strong and stable relation between the effectiveness of interpersonal

practices and consequent job performance. Additionally, previous studies documented the

positive influence of getting along behaviors on getting ahead behaviors. Hence, the above

hypothesis was proposed.

Hypothesis 3: “Getting along behaviors at work mediate the relationship between

emotional intelligence and getting ahead leadership behaviors” (Guillen & Florent-Treacy, 2011,

p. 9). A wide range of observers per participant (such as superiors, peers, and direct reports) were

used to examine the importance of exhibiting getting along behaviors in translating emotional

intelligence into getting ahead leadership behaviors. As group interactions form an integral part

of managerial responsibilities, professionals were rated based on their capacity to establish bonds

with team members and display enthusiasm to help at work. Emotional intelligence may

influence apparent getting ahead leadership behaviors through interpersonal practices that aid the

creation of an emotionally controlled and beneficial performance-regulated environment. Hence,

the above hypothesis was proposed.

Comment [SAM2]: center

RESEARCH ANALYSIS 5

Research Methods

The relationships proposed in these hypotheses were assessed via structural equations

models. The analysis was performed using a two-stage process: the measurement model was

inspected in the first stage, and then, the structural authentication of the variable relationships

was performed. Also, misspecifications and challenging measurement stipulations in the

structural model were assessed.

An online questionnaire was developed to obtain information about leadership behaviors

and to help executives in leadership positions understand how they were perceived by their

colleagues at work. This questionnaire was answered by 929 managers who were rated on 12

leadership behavior dimensions. The information was collected through a 360-degree leadership

behavior instrument, the Global Executive Leadership Inventory (GELI), which was used to

measure and operationalize the variables considered in the study. Emotional intelligence was

evaluated by 12 items on a seven-point Likert scale (a psychometric scale usually involved in

research that utilizes questionnaires), with entries similar to “I give my full attention to someone

talking to me.” The reliability of the dimensions and the error variance were calculated using an

appropriate formula (Guillen & Florent-Treacy, 2011).

Research Analysis

Stage 1 of the analysis assessed the methods used to evaluate the getting ahead and

getting along behaviors at work. The results of the assessment showed that the two kinds of

leadership behaviors, getting along and getting ahead behaviors, are distinct. Stage 2 of the

analysis evaluated the structural relations among the two leadership behaviors and emotional

intelligence. The results specifically indicated that emotional intelligence significantly influences

https://en.wikipedia.org/wiki/Psychometrics

https://en.wikipedia.org/wiki/Questionnaire

RESEARCH ANALYSIS 6

getting along leadership behaviors. The connection between getting ahead and getting along

behaviors was also appropriately corroborated. Exhibiting cooperative behaviors at work were

notably connected to subsequent getting ahead behaviors, which are connected with leadership’s

inspirational side and visioning. The nested model assessment analyzed in this study showed that

getting along behaviors wholly intermediated the effect of emotional intelligence on getting

ahead behaviors at work.

Although the research performed contributes to the topic in question, it has certain

limitations. First, emotional intelligence was evaluated through a self-report measure. Further

research is needed to confirm the relationship between the emotional intelligence dimensions

using other accepted emotional intelligence measures such as Wong’s Emotional Intelligence

Scale (Wong’s Emotional Intelligence Scale, 2015). The second limitation revolves around the

implications concerning the causal relationships between emotional intelligence and getting

along behaviors. It was hypothesized that emotional intelligence has a direct impact on

collaborative activities at work, however, the methodology utilized excludes definitive

statements concerning causality. Also, the study shunned the dimension bias characteristic in

single indicator models by utilizing latent variables to evaluate the getting ahead and getting

along behaviors. Further, no information is provided to determine if the approach followed while

conducting the leadership survey was free from unethical practices or bias. Hence, the ethical

aspect of the research is questionable.

While this study and several similar studies find high levels of positive correlation

between emotional intelligence and leadership behaviors, some others believe that there is a

marginal or low level of association between emotional intelligence and leadership behaviors

(Ugoani, Amu, & Kalu, 2015). Most notably, John Mayer, who coined the term emotional

Comment [SAM3]: You are right on track with this comment. Information should have been provided.

RESEARCH ANALYSIS 7

intelligence, himself pointed out that emotional intelligence is not the only way for a leader to be

successful. An effective leader who knows how to increase profitability would be able to recruit

talented professionals even though he or she might not have strong personal connections with

them. However, building those strong connections is still a safer bet than ignoring them

completely (Ovans, 2015).

Applicability of Research to Professional Practice in Psychology

In recent times, psychology practices have a great need to be evidence-based.

Researchers now a days are known to offer more advice about strategies and new techniques in

the professional practices. As they observed the experiment results first-hand, they are able to

offer evidence of what can happen if the suggested new techniques are implemented (Smedslund

& Ross, 2014). Similarly, the research evaluated in this paper and its findings would benefit

professional practitioners in numerous ways. Some of the benefits are listed below:

• The findings from the research would remind psychology professionals of certain

influences that they tend to neglect. For instance, many organizational psychology

professionals ignore the influence of emotional intelligence in leadership behaviors. The

above evaluated research literature identifies that emotional intelligence not only instills

self-awareness in a leader but also helps him/her understand his/her team members better,

which helps create a comfortable, balanced, and productive work environment. Hence,

the research acts as a remediation to conservative understandings that might be

inconsistent.

• Changes in situation or work environment can bring about changes in the behavior of

employees. Effective leadership entails perceiving such changes and planning ahead for

these changes. The evaluated research literature identifies that emotional intelligence has

Comment [SAM4]: Today would be better as now a days is jargon.

RESEARCH ANALYSIS 8

a positive influence on the getting ahead behaviors of leaders (such as perceiving,

planning, and rewarding). Hence, it helps ascertain that emotional intelligence plays a

key role for leaders during difficult situations or changes in work environment.

Effective leadership requires insights about human behavior. The evaluated research

literature recognizes emotional intelligence as an effective tool for prospective use by

leaders in understanding their employees better.

Conclusion

The research conducted by Guillen and Florent-Treacy (2011), showed that getting along

behaviors are the intermediates between getting ahead behaviors and emotional intelligence. It

further advocated that behaviors at work are highly influenced by emotional intelligence, and

these collaborative behaviors in turn translate into inspirational leadership performance. Some

other researchers believe that emotional intelligence has a very low influence on leadership and

that emotional intelligence is not the only way for a leader to be successful. However, it

definitely cannot be neglected and working toward gaining a strong level of emotional

intelligence is still a wiser option.

RESEARCH ANALYSIS 9

References

Finkle, L. (2012). The relationship between emotional intelligence and leadership. Retrieved

from http://incedogroup.com/the-relationship-between-emotional-intelligence-and-

leadership/

Guillen, L., & Florent-Treacy, E. (2011). Emotional intelligence and leadership effectiveness:

The mediating influence of collaborative behaviors. Retrieved from

https://flora.insead.edu/fichiersti_wp/inseadwp2011/2011-23.pdf

Lipscombe-Southwell, A. (n.d.). 30 most innovative business leaders of 2013. Retrieved from

http://business-management-degree.net/30-innovative-business-leaders-2013/

Matthews, C., & Gandel, S. (2015). The 5 biggest corporate scandals of 2015. Retrieved from

http://fortune.com/2015/12/27/biggest-corporate-scandals-2015/

Ovans, A. (2015). How emotional intelligence became a key leadership skill. Retrieved from

https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill

Smedslund, J., & Ross, L. (2014). Research-based knowledge in psychology: What, if

anything, is its incremental value to the practitioner? Integrative Psychological &

Behavioral Science. 48(4), 365–383. doi: 10.1007/s12124-014-9275-1

Ugoani, J., Amu, C.U., & Kalu, E.O. (2015) Dimensions of emotional intelligence and

transformational leadership: a correlation analysis. Retrieved from

https://researchgate.net/publication/277930912_Dimensions_of_Emotional_Intelligence_

and_Transformational_Leadership_A_Correlation_Analysis

Comment [SAM5]: This is not a great resource. Go to the expert, Daniel Goleman. Preferably a peer reviewed article.

RESEARCH ANALYSIS 10

Wong’s Emotional Intelligence Scale (WEIS) (2015). Retrieved from

http:/eiconsortium.org/measures/weis.html