EI and High Performing Leaders (HiPR)
The study revealed a strong relationship between superior performing (HiPR) employees and emotional competence, supporting theorist's suggestions that the social, emotional and relational competency set commonly referred to as Emotional Intelligence, is a distinguishing factor in better performance.
Employees who received performance ratings of 4.1 or greater on a 5-point scale were rated significantly higher than other participants in all four of the Emotional Intelligence dimensions of Self-Awareness, Self-Management, Social Awareness, and Social Skills by Supervisors and Subordinates.
Six competencies were found to distinguish HiPR's across all three rater groups, specifically, Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst.
This finding is consistent with conclusions reached by McClelland (1998), in a study of leaders in thirty different organizations that found the most powerful leadership differentiators were Self-Confidence, Achievement Drive, Developing Others, Adaptability, Influence and Leadership.
In my study, of the emotional competencies measured the employees were found to have a high level of EQ
The study revealed a strong relationship between superior performing (HiPR) employees and emotional competence, supporting theorist's suggestions that the social, emotional and relational competency set commonly referred to as Emotional Intelligence, is a distinguishing factor in better performance.
Employees who received performance ratings of 4.1 or greater on a 5-point scale were rated significantly higher than other participants in all four of the Emotional Intelligence dimensions of Self-Awareness, Self-Management, Social Awareness, and Social Skills by Supervisors and Subordinates.
Six competencies were found to distinguish HiPR's across all three rater groups, specifically, Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst.
This finding is consistent with conclusions reached by McClelland (1998), in a study of leaders in thirty different organizations that found the most powerful leadership differentiators were Self-Confidence, Achievement Drive, Developing Others, Adaptability, Influence and Leadership.
In my study, of the emotional competencies measured the employees were found to have a high level of EQ