Trait emotional intelligence and leadership self-efficacy: their relationship with collective efficacy

In this article, a leadership model is presented, with which to investigate the relationship of trait emotional intelligence (trait EI), leadership self-efficacy and leader's task self-efficacy with collective task efficacy and group performance. The sample was made up of 217 undergraduate students, randomly assigned to work teams of 1 leader and 2 followers that were requested to perform a production task. An adapted version of the Schutte Self-Report Inventory (SSRI; Schutte et al., 1998) was used to measure trait EI. Structural equation modeling was used to test the hypothesized relationships. Results indicated that task self-efficacy was a mediator between leadership self-efficacy and collective task efficacy; the latter, in turn, was the best predictor of group performance. No significant relationship was found between trait EI and collective task efficacy although, unexpectedly, trait EI was positively associated with leadership self-efficacy. Implications of the results are discussed.     

Family size and intelligence revisited: the role of emotional intelligence.

Studies examining the link between family size and intelligence have consistently found a negative relationship. Children born into larger families tend to score lower on intelligence tests than children raised in smaller families. One recurrent but unexplained finding is that the relation between intelligence and number of siblings is consistently significant for verbal intelligence but inconsistent for nonverbal intelligence. Here, we conceptualize emotional intelligence as one facet of nonverbal intelligence. The research develops a measure of emotional intelligence and uses it to test the hypothesis that emotional intelligence is positively correlated with family size. The results, based upon a sample of graduate students, support the hypothesized relationship. Implications for the study of family size and intelligence, for refining the conceptualizations and measures of nonverbal intelligence, and for leadership theory, are discussed.     

Leader esteem for the least preferred co-worker score, training, and effectiveness: an experimental examination.

A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.     

领导者情绪智力对领导力效能影响的元分析

以往领导者情绪智力和领导力效能之间关系的研究存在很大分歧。运用元分析方法考察了领导者情绪智力对领导力效能的影响及其组织情境和研究方法调节变量。通过纳入98篇中英文文献和110个效应量(n = 27330), 结果表明：(1)领导者情绪智力与领导力效能存在中等程度的正相关(r = 0.39)。(2)组织情境因素的调节作用检验发现, 高层领导者的情绪智力对领导力效能的影响明显高于中层和基层领导者, 非营利性组织中的领导者情绪智力对领导力效能的影响比营利组织中的影响更强, 东方文化背景下的领导者情绪智力对领导力效能的影响比西方文化背景下更强。(3)方法因素的调节作用检验发现, 采用混合模型测量的领导者情绪智力对领导力效能的影响高于采用能力模型测量的结果, 采用客观指标衡量领导力效能的相关系数比主观指标更大, 领导者情绪智力对工作态度指标的影响弱于工作绩效指标, 领导者情绪智力对群体层次效能的影响强于个体层次。从研究设计和出版标准等方面探究领导者情绪智力和领导力效能之间关系的调节变量是未来研究的重点。     

Cultural Intelligence and International Leadership Potential: The Importance of Contact for Members of the Majority

Integrating distinctiveness theory and contact theory, we develop a conceptual model proposing that prior intercultural contact has mediated effects on international leadership potential via cultural intelligence—but that these effects are stronger for majorities. Results of two samples of working adults, using both self‐report (n= 441, Study 1) and matched employee‐observer (n= 181, Study 2) data provide strong support for the model. Cultural intelligence mediates the effects of prior intercultural contact on international leadership potential. Further, moderated mediation analyses demonstrate that cultural intelligence mediates the relationship between prior intercultural contact and international leadership potential for majorities, but not for minorities. The current study offers contributions to theory and practice in at least two ways. First, the proposed model is theoretically important because it provides a more complete picture of predictors of international leadership potential and it reconciles prior inconsistent findings by showing the mediating role of cultural intelligence and moderating role of minority status. Second, the study adds to the increasing evidence suggesting that prior intercultural contact and cultural intelligence are meaningful criteria for developing international leaders. More important, results show that prior intercultural contact is especially important for majorities.     

Socialized charismatic leadership, values congruence, and deviance in work groups

The authors conducted a field study to investigate the relationship between socialized charismatic leadership and deviance in work groups. Because socialized charismatic leaders are thought to play an ethical leadership role, the authors hypothesized that the socialized charismatic leadership style would be associated with reduced deviance in the leader's work group. This prediction was supported for both the interpersonal and the organizational dimensions of deviance. Next, the authors examined the mediating role of values congruence. The results were partially supportive of the values congruence mediating hypothesis. Implications for future research and for management are discussed.     

Role perceptions and behavior of the immediate superior: moderating effects on the prediction of leadership effectiveness

The relationship between role conflict or role ambiguity and behavior of the immediate superior is investigated. It is hypothesized that behaviors which are associated with subordinates' role perceptions will moderate the relationship between subordinates' ability and their performance. First- and second-level leaders were asked to provide data on their job attitudes, co-worker relations, and experience. Respondents were also given a short test of intelligence, and their job performance was rated by knowledgeable superiors. Results show that boss behavior creating role conflict for first-level leaders was a significant moderator for these leaders' ability and performance correlations. For second-level leaders, boss behavior which created role ambiguity was a significant moderator of ability and performance correlations. It is concluded that experience has a positive relationship with performance when stress is high and that intelligence has a positive relationship with performance only when stress is low. It is further argued that stress with the boss is best described as behavior which leads to role conflict and ambiguity for subordinates in leadership positions. Implications for role theory and leadership theory are discussed.     

The Effect of Transformational and Transactional Leadership Perceptions on Feedback-Seeking Intentions

This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and feedback-seeking behavior. Participants ( n = 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback-seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback-seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback-seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.     

Personality and leader effectiveness: a moderated mediation model of leadership self-efficacy, job demands, and job autonomy

The trait theory of leadership is advanced by a joint investigation of the mediating role of (a) leadership self-efficacy (LSE = leader's perceived capabilities to perform leader roles) in linking neuroticism, extraversion, and conscientiousness with leader effectiveness and (b) the moderating role of job demands and job autonomy in influencing the mediation. Using K. J. Preacher, D. D. Rucker, and A. F. Hayes' (2007) moderated mediation framework, the authors tested the model (over a 2-year period) with matched data from 394 military leaders and their supervisors. Results showed that LSE mediated the relationships for neuroticism, extraversion, and conscientiousness with leader effectiveness. Moderated mediation analyses further revealed that LSE mediated the relationships for (a) all 3 personality variables for only those leaders with low job demands; (b) neuroticism and conscientiousness for only those leaders with high job autonomy; and (c) extraversion, regardless of a leader's level of job autonomy. Results underscore the importance of accounting for leaders' situational contexts when examining the relationships between personality, LSE, and effectiveness.     

Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison

This study examined the predictive relationship between emotional intelligence and transformational leadership style. The researchers also wanted to determine gender differences in the relationship between emotional intelligence and transformational leadership style, as well as the gender differences in the emotional intelligence scores and transformational leadership style of managers. A significant predictive relationship (p < .05) was found between transformational leadership style and emotional intelligence. No significant interaction (p < .05) was found between gender and emotional intelligence while predicting transformational leadership style. A significant difference (p < .05) was found in the emotional intelligence of scores of male and female managers. Lastly, no significant difference (p > .05) was found in the transformational leadership scores of male and female managers.     

Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification

This study examines whether the relationship between ethical leadership and organizational citizenship behaviours (OCBs) is contingent on organizational identification. Drawing on substitutes for leadership theory, the study proposes that the relationship between ethical leadership and OCBs will be attenuated when employees strongly identify with their organization. Using a sample of Egyptian banking sector employees, this proposition was tested with hierarchal linear modelling (HLM). The results revealed that the positive relationship between ethical leadership and OCBs was stronger for those lower in organizational identification than for those higher in identification. Overall, the findings of the study shed new light on the conditions through which ethical leadership enhances OCBs.     

Personal factor effects on authentic leadership

This study explored the relationship between authentic leadership and personal factors of emotional intelligence (EI), personality, cognitive abilities and gender. The convenience sample of respondents included 341 employees, and prospective students in an advanced leadership education programme at a South African Business School. The respondents completed measures on authentic leadership, emotional intelligence, personality and cognitive ability. The data were analysed by applying regression analysis to predict self-perceived authentic leadership from EI, personality attributes, cognitive abilities and gender. Findings suggest that one EI dimension (Self-awareness) and four personality attributes, namely, Emotionally Controlled, Evaluative, Independent Minded, and Adaptable predicted authentic leadership. Authentic leadership is associated with individuals who are seen as credible and aware of how they think and behave. Therefore, such individuals have various self-reflective attributes and advanced emotional capabilities.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.     

The emotional intelligence of transformational leaders: a field study of elected officials

Participants were 80 elected public officials in the United States and 3-6 direct-report staffers for each leader. Together they composed 388 leader-member dyads. The authors surveyed them to explore the relationship between emotional intelligence and transformational leadership. The authors considered the 80 officials as leaders and the staffers as members. The present results showed that the emotional intelligence of the leaders shared significant variance with self-perceptions and rater-perceptions of transformational leadership. The present results also somewhat support the predictive value of emotional intelligence in antecedent leadership field research.     

Critical flicker frequency and intelligence

Tests of verbal intelligence (Concept Mastery Test) and nonverbal intelligence (Raven's Advanced Progressive Matrices) showed nonsignificant zero-order correlations and a nonsignificant multiple correlation with critical flicker frequency (CFF), in 100 university students. Age-partialled correlations were even lower, and corrections for attenuation and restriction of range yielded unimpressive results. It was concluded that CFF has a negligible relationship to psychometric intelligence and is probably a poor tool in the investigation of the nature of g.     

Bases of power in relation to leader behavior: A field investigation

Hypotheses addressing the relationships between bases of power and transformational and transactional leadership, and propositions concerning the extent to which perceptions of leader power and behavior were shared by a leader's followers, were addressed in this study. Two hundred eighty employees reporting to 118 supervisors in 45 organizations provided data for the investigation. Results provided support for hypothesized relationships between personal power and transformational leadership as well as between positional power and transactional leadership. In addition, ratings of both leader power and leader behavior were found to be individually-based phenomena; that is, followers of a focal leader did not share perceptions about that leader's power or behavior. Implications for managerial practice and future research are discussed.We thank Bruce Avolio, Bernard Bass, and Gary Yukl for their helpful comments.     

Intelligence and reaction times in the Hick, Sternberg and Posner paradigms

The relationship between psychometric intelligence and reaction times (RTs) in three well-known elementary cognitive tasks (Hick simple and choice reaction time task, Sternberg's short-term memory scanning, Posner's letter matching) was studied in a sample of 116 participants. In conformity with other studies mean RTs and intraindividual variabilities (SDs) of RT were correlated significantly with Raven's Advanced Progressive Matrices (APM). On the basis of the mental speed theory the processing measures or component scores (like slopes in the Hick and Sternberg paradigm and the NI-PI measure in the Posner task) should give the most substantial relationships with intelligence. However, as in other previous studies these measures displayed rather low, albeit significant, relationships with intelligence, which was probably due to the low reliability of these parameters. For the Posner paradigm, we proposed alternative approaches to compute an indicator for long-term memory (LTM) access that gave substantial correlations with intelligence. We conclude that LTM access is significantly associated with psychometric intelligence, whereas up to now there has been no unequivocal evidence for a substantial relationship between short-term memory access in the Sternberg task and intelligence.     

Quantity,not quality: the relationship between fluid intelligence and working memory capacity

A key motivation for understanding capacity in working memory (WM) is its relationship with fluid intelligence. Recent evidence has suggested a two-factor model that distinguishes between the number of representations that can be maintained in WM and the resolution of those representations. To determine how these factors relate to fluid intelligence, we conducted an exploratory factor analysis on multiple number-limited and resolution-limited measures of WM ability. The results strongly supported the two-factor model, with fully orthogonal factors accounting for performance in the number-limited and resolution-limited conditions. Furthermore, the reliable relationship between WM capacity and fluid intelligence was exclusively supported by the number factor (r=.66), whereas the resolution factor made no reliable contribution (r=−.05). Thus, the relationship between WM capacity and standard measures of fluid intelligence is mediated by the number of representations that can be simultaneously maintained in WM, rather than by the precision of those representations.     

Scholastic Assessment or g? The relationship between the Scholastic Assessment Test and general cognitive ability

There is little evidence showing the relationship between the Scholastic Assessment Test (SAT) and g (general intelligence). This research established the relationship between SAT and g, as well as the appropriateness of the SAT as a measure of g, and examined the SAT as a premorbid measure of intelligence. In Study 1, we used the National Longitudinal Survey of Youth 1979. Measures of g were extracted from the Armed Services Vocational Aptitude Battery and correlated with SAT scores of 917 participants. The resulting correlation was.82 (.86 corrected for nonlinearity). Study 2 investigated the correlation between revised and recentered SAT scores and scores on the Raven's Advanced Progressive Matrices among 104 undergraduates. The resulting correlation was.483 (.72 corrected for restricted range). These studies indicate that the SAT is mainly a test of g. We provide equations for converting SAT scores to estimated IQs; such conversion could be useful for estimating premorbid IQ or conducting individual difference research with college students.