Leadership has been defined as the competencies and processes required to
enable and empower ordinary employees to do extraordinary things in the face of adversity, it has the added advantage of constantly delivering superior
performance to the benefit of individual employees and the organisation, thereby improving returns on investment for shareholders. These behaviours include being skilled in emotional competencies. This study focused on the emotional intelligence factors considered characteristic of effective leaders. Forty-eight high potential leaders (HPL) that were selected as part of the companies talent management program were included in the study.
Their ratings on the 360-degree Emotional Competency Profiler (ECP) where
compared to a group of twenty-four employees that were excluded from this
program. Qualitative and quantitative methods where used to explore the relationship between leadership and emotional intelligence. Focus groups were used as qualitative method to determine the relationship between emotional intelligence as measured using the Emotional Competency Profiler (ECP), leadership and the leadership requirements placed on leaders as documented within the talent management program. The results from these discussions indicated a positive relationship between, emotional intelligence, leadership theory and the leadership requirements of the company.
Quantitative methods where used to compare the ratings of leaders with nonleaders. The gap identified between current EQ behaviour and the importance of the EQ behaviour were used to indicate the leadership demands placed on the high potential leader and non-leader groups.
The outcome of the study indicated the value and application of emotional
intelligence (EQ) as component of effective leadership. It is well known that
emotionally intelligent leaders have the ability to engage the hearts, minds and
imaginations of ordinary people. They inspire people to perform beyond their own expectations. These leaders create a sense of ownership, belonging, security and joint destiny in situations of uncertainty and change. The result is that employees trust these leaders and approach their jobs with greater commitment. The resulting teamwork, mutual support and co-operation create a work environment were employees become creative and innovative. Teams with emotionally intelligent leaders reach a level of synergy that lifts their performance to a level that is more than the sum total of the individual contributions. / Thesis (MBA)-University of Natal, Durban, 2003.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ukzn/oai:http://researchspace.ukzn.ac.za:10413/3995 |
| Date | January 2003 |
| Creators | Peters, Wilma Luther. |
| Contributors | Coldwell, David A. L. |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Format | 113 leaves : ill. (some col.) |
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