“There is a great difference between knowing and understanding: you can know a lot about something and not really understand itâ€
Charles Kettering
A growing research literature suggests that emotional intelligence (EI) may play an important role in career success and job performance above that of personality and cognitive ability (incremental ability). For example, a meta-analysis of 69 independent studies explored the predictive validity of emotional intelligence with diverse job performance outcomes ((Van Rooy, D. L., & Viswesvaran, C. (2004). Emotional intelligence: A meta-analytic investigation of predictive validity and nomological net. Journal of Vocational Behavior, 65, 71-95)). Results suggested diverse measures of EI correlated .23 with job performance (k=19, N=4158). Other research suggests that leaders who are interpersonally effective create a psychologically healthy work climate that results in significantly higher engagement of direct reports, less perceived stress and greater retention ((Nowack, K. (2006). Emotional intelligence: Leaders Make a Difference. HR Trends, 17, 40-42)).
There is no doubt that emotional intelligence has some cultural, ethnic and even gender differences particularly in light of the diverse measures available today (e.g., ability based EI measures versus “mixed” measures). With our partners in Spain we attempted to conduct a direct comparison of emotional intelligence in leaders using our own Emotional Intelligence View 360 assessment which has shown independence of the most popular ability based measure called the MSCEIT in a recent analysis of data in collaboration with the University of Barcelona (average r = .10, p > .01).
METHODOLOGY
Our study by Tools4Training and Envisia Learning compared differences in emotional intelligence of leaders in Spain and the United States. A study of 740 leaders in Spain were compared to 1,271 leaders from the US using the validated Emotional Intelligence View 360assessment (http://www.tools4training.es/) which measures 17 competencies divided into three emotional and social intelligence factors: Self-Management, Relationship Managers and Communication.
Comparisons of self, manager and direct report ratings were explored using Analysis of Variance (ANOVA) to determine significant differences between countries. Separate analyses were also done by rater groups separately (self, manager and direct reports).
RESULTS
Comparisons between Spain and United States were conducted on a composite score of the Emotional Intelligence View 360 assessment. Leaders in Spain rated themselves significantly higher on overall emotional intelligence compared to those in the United States as did direct reports (p < .05). However, boss ratings of leaders were significantly lower suggesting that they are the most critical in evaluating the emotional intelligence of leaders in Spain. No significantly differences between self, manager and direct report ratings in the United States.
CONCLUSION
In general, leaders in Spain are rated significantly higher by direct reports and perceive themselves to be more emotionally intelligent on the three major areas measured in this study (Self-Management, Relationship Management and Communication). However, bosses in Spain appear to be the most critical rater group rating leaders significantly lower than either direct reports or the leaders themselves. In the United States, no significantly differences between rater groups were found on the composite measure of emotional intelligence. Analysis at the competency level revealed few significant differences (e.g., self-ratings were significantly higher on Trustworthiness and Communication compared to direct reports).
It is expected that some cultural differences between leadership practices will exist when comparing rich concepts such as emotional intelligence between countries consistent with prior research ((Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. (2nd ed.). Thousand Oaks, CA: Sage Publications.
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Current research with the Emotional Intelligence View 360 suggests that it overlaps with existing measures of Transformational Leadership suggesting a more participative style of leadership might characterize how direct reports perceive leaders in Spain. Future studies should continue to explore differences in the emotional intelligence of leaders in different countries and the specific components that are most strongly associated with performance and effectiveness. It is expected that different definitions, models and measures of EI will also create some different results as well as defining the job levels of “leaders” and perhaps even what industry they are in (e.g., high or emotional labor cultures requiring customer interactions and service such as health care).
I’d be interested in any of your comments, thoughts and interpretations….Be well….
[tags]Envisia Learning, Envisia, emotional intelligence, social competency, leadership, likeable stars, loveable fools, Emotional Intelligence View 360, Kenneth Nowack, ken Nowack, Nowack[/tags]
Ken Nowack
Kenneth Nowack, Ph.D. is a licensed psychologist (PSY13758) and President & Chief Research Officer/Co-Founder of Envisia Learning, is a member of the Consortium for Research on Emotional Intelligence in Organizations. Ken also serves as the Associate Editor of Consulting Psychology Journal: Practice and Research. His recent book Clueless: Coaching People Who Just Don’t Get It is available for free for a limited time by signing up for free blog updates (Learn more at our website)
