Twenty successful leaders in the United States participated in the study to explore the extent to which emotional intelligence supports leadership potential and success. Competent managers with strong leadership skills are scarce (Cafolla, 2008). According to Goleman (2001), EQ might predict up to 90% of the variance in leadership effectiveness by uncovering strong positive effects of leadership commitment and effectiveness that support strong influences on leadership effectiveness. This modified Delphi study extended research on the emotional intelligence competencies to explore future possibilities of improving leadership success at mid- to high-level management tiers. The results of this study provide evidence to support emotional intelligence and leadership potential, validating the need for EQ as a leadership strategy. The Delphi study results recommended training to increase EQ in leaders and asserted that leaders with high levels of EQ are likely to improve overall organizational results, reduce turnover, reduce fraud and low performance, improve moral, and make organizations a better place to work.
Table of Contents
CHAPTER 1: INTRODUCTION
Background of the Problem
Statement of the Problem
Purpose of the Study
Research Design and Appropriateness
Significance of the Problem
Significance of the Study
Significance of the Study to Leadership
Nature of the Study
Overview of the Research Method
Overview of the Design Appropriateness
Research Questions
Theoretical Framework
Definition of Terms
Assumptions
Scope and Limitations
Limitations
Delimitations
Summary
CHAPTER 2: REVIEW OF THE LITERATURE
Articles, Research Documents, and Journals Researched
Literature Review
Historical Overview
Emotional Intelligence Gaps
Germinal Research Findings
The Concept of Emotional Intelligence
Historical Overview
Current Findings
Management and EQ
Historical Overview
Current Findings
The Effect of EQ on Management
The High Price of Bad Management
Historical Overview
Current Findings
Theories, Definitions, and Measures
Learning Emotional Intelligence
Directions for Future Research
Opposition to the Concept of EQ
Emotional Behavior
Emotional Health
Conclusion
Summary
CHAPTER 3: METHOD
Research Method and Design Appropriateness
Appropriateness of Design
Research Questions
Question 1
Question 2
Question 3
Question 4
Population
Informed Consent
Confidentiality
Geographic Location
Data Collection
Instrumentation
Validity and Reliability
Data Analysis
Summary
CHAPTER 4: RESULTS
Results
Panel Personality and EQ Profiles: Myers-Briggs Type Indicator
Consensus on Specific Questions From EQ Survey and Rounds 2 and 3
Modified Delphi Round 1
Modified Delphi Round 2
EQ Training Is Necessary
EQ Is Effective With Decision Making
EQ Should Be Measured and Evaluated
EQ Should Be a Policy
EQ Is Important for Building Teams and Trust
EQ Makes Better Managers and Performers
Modified Delphi Round 3
Summary
CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS
Overview of the Study
Results of the Study
Research Question 1
Research Question 2
Research Question 3
Research Question 4
Summary of Findings
Implications and Conclusions
Recommendations and Future Research
Objectives & Themes
This dissertation aims to explore the extent to which emotional intelligence (EQ) supports leadership potential and effectiveness. By employing a modified Delphi design with successful leaders, the study seeks to identify best practices and policies that integrate EQ as a core leadership strategy to improve organizational performance and reduce turnover.
- The impact of emotional intelligence on corporate decision-making and leadership strategy.
- Identification of necessary professional development training to foster high EQ in mid- to high-level managers.
- Development of organizational policies and procedures to recognize and support emotionally intelligent leaders.
- Strategic frameworks for identifying and promoting individuals with strong leadership and EQ competencies.
Excerpt from the Book
Background of the Problem
Many business studies included a focus on the effect of EQ on leadership (Bradberry & Greaves, 2003; Cavallo & Brienza, 2002; Cherniss, 2003; Cherniss & Goleman, 2001; Goleman, Boyatzis, & McKee, 2009; Ruane, 2008). A study of 515 senior executives indicated executives strong in EQ were more likely to succeed than executives or potential executives with stronger or relevant experience (Cherniss, 2003). Bradberry and Greaves (2003) conducted an AT&T study on leaders with high EQ and reported leaders with high EQ were 20% more productive. The results of a global study measuring 358 managers at Johnson & Johnson indicated the existence of a relationship between specific competencies of high performers and average performers (Cavallo & Brienza, 2003). Cavallo and Brienza contended high performers had a higher level of EQ than low performers.
The ability to use EQ might influence the performance of leaders and management (Ruane, 2008). Cherniss (2003) posited leaders and managers with a high EQ might improve organizational performance more than managers with lower levels of EQ. Goleman (1998a) discussed EQ as a necessary, critical part of an organization’s management process. If a leader is to guide an organization, the emotions of the leader and subordinate require effective management. Great leaders manage emotions effectively (Goleman et al., 2002).
According to Goleman (1998b, 2004), using EQ in the workplace might help to insure success, especially in individuals in management and leadership roles. The results of a study of over 2,000 supervisors and middle and senior managers indicated EQ is the most significant predictor of success and a differentiator for average and top performers (Goleman, 1998b).
Summary of Chapters
CHAPTER 1: INTRODUCTION: This chapter provides the theoretical foundation and the problem statement, highlighting the necessity of EQ as a leadership strategy to improve management effectiveness and organizational outcomes.
CHAPTER 2: REVIEW OF THE LITERATURE: This section examines existing research and historical trends regarding emotional intelligence, leadership styles, and the critical role emotions play in organizational success.
CHAPTER 3: METHOD: This chapter details the modified Delphi research design, explaining the selection criteria for the 20 successful leaders and the iterative process of data collection and consensus-building.
CHAPTER 4: RESULTS: This section presents the empirical data collected through surveys and expert commentary, documenting the panel's consensus on the importance of EQ in leadership practices.
CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS: This final chapter synthesizes the study's findings, offers specific recommendations for organizational policy, and suggests areas for future research to further integrate EQ into leadership development.
Keywords
Emotional Intelligence, Leadership Strategy, Organizational Performance, Delphi Method, Executive Management, Decision Making, Soft Skills, Employee Turnover, Professional Development, Leadership Effectiveness, Myers-Briggs Type Indicator, Emotional Competency, Organizational Culture, Corporate Ethics.
Frequently Asked Questions
What is the primary focus of this research?
The research examines the extent to which emotional intelligence (EQ) supports leadership potential and success, specifically within mid- to high-level management tiers in the United States.
What are the central themes of the work?
Key themes include the impact of EQ on decision-making, the necessity of EQ training for leaders, the role of organizational policies in supporting high-EQ individuals, and strategies for identifying and promoting leadership talent.
What is the main research question?
The study primarily explores how EQ affects leadership strategy and decision-making, and what policies or training programs are required to nurture these competencies in corporate settings.
Which methodology does the author utilize?
The study employs a qualitative modified Delphi design, involving three rounds of surveys and feedback from a panel of 20 successful leaders to reach a consensus on best practices.
What does the main body of the work cover?
The main body covers a comprehensive review of literature, the description of the chosen research methodology, the detailed analysis of survey results regarding EQ in practice, and professional recommendations for organizations.
Which keywords best characterize this work?
The work is characterized by terms such as Emotional Intelligence, Leadership Strategy, Organizational Performance, Delphi Method, and Leadership Effectiveness.
How does this study contribute to the existing literature on leadership?
It fills a specific gap by providing empirical evidence and recommendations from experienced leaders on how to move beyond hard skills toward a more sustainable, EQ-based leadership model.
Does the author suggest that EQ should be a formal corporate policy?
Yes, the participating panel reached a strong consensus that EQ should not just be an informal skill but a defined component of leadership strategy and organizational policy to ensure long-term success.
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- Dr. Whitney Stevens (Autor:in), 2010, Emotional Intelligence As a leadership Strategy to Make Leaders Great, München, GRIN Verlag, https://www.grin.com/document/183882
