Leadership and Emotional Social and Cognitive Intelligence Research Proposal

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5.10 Expected Findings

HA: There is a statistically significant correlation between leadership competencies (emotional, social, cognitive intelligence) and leadership effectiveness.

Ha1: There is a statistically significant correlation between emotional intelligence and leadership effectiveness.

Ha2: There is a statistically significant correlation between social intelligence and leadership effectiveness.

Ha2: There is a statistically significant correlation between cognitive intelligence and leadership effectiveness.

Regarding the first hypothesis (HA), that there is a statistically significant correlation between leadership competencies (emotional, social, cognitive intelligence) and leadership effectiveness, the expected finding is that this hypothesis will be confirmed. Based on the contingency theory underlying the research, Boyatzis, Good, and Massa (2012) have found that these traits have been significantly linked to leadership efficacy, given that they are essential factors that must be utilized when assessing what types of leadership techniques to apply in specific instances. Without understanding how to read people’s emotions, personality types, and responsiveness to different communication styles in an appropriate fashion, leaders cannot lead.

It is also expected that regarding the extent to which variation in emotional intelligence explains variation in leadership effectiveness, that there will be a particularly significant correlation between emotional intelligence and measured leadership effectiveness. This will also be true of social intelligence, which is expected to significantly correlate with leadership effectiveness. Emotional and social intelligence is needed to adapt leadership to different situations and personalities. Leadership is not simply an exercise of charisma or being able to issue orders but requires subtle awareness of different motivational techniques.

The hypothesis of a strong correlation between cognitive intelligence and leadership effectiveness also expected to be confirmed, given that some level of cognitive intelligence is needed to be able to assess contingency variables, such as the specific skills needed to address the task at hand. It is expected that cognitive intelligence, however, will be a less significant factor than emotion and social intelligence in leadership effectiveness, given that leadership is an interpersonal skill. In other words, while a certain level of cognitive intelligence is needed for optimal functioning in a leadership capacity, it must be accompanied by emotional and social intelligence.

H2a: There is a statistically significant correlation between leadership competencies and leadership experience.

H2a1: There is a statistically significant correlation between emotional intelligence and leadership experience.

H2a2: There is a statistically significant correlation between social intelligence and leadership experience.

H2a3: There is a statistically significant correlation between cognitive intelligence and leadership experience.

The second hypothesis (H2a), that there is a statistically significant correlation between leadership competencies and leadership experience, is expected to be confirmed given the need for crystalized intelligence, or the ability to utilize gained knowledge and experience, for the optimal application of leadership tools and the fact that leadership competency is likely to be linked to leadership experience.

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Once again, contingency theory stresses the need for adaptation of leadership experiences to specific instances, including situations and people. Learning based upon experience is a significant expected influence in the ability to optimize adaptation of leadership styles and to learn from further experience, because leadership requires significant understanding of often-subtle psychological and environmental variables. Kasapi and Mihiotis (2014) have noted that awareness of social variables and the ability to manage relationship with others and to achieve self-understanding and self-management are positively associated with leadership.

Given that self-awareness is a lifelong process, it is presumed that greater understanding of the self will yield greater understandings of differences between the self and others and the ability to adjust one’s leadership techniques; this will result in a greater likelihood of being offered additional leadership opportunities. Leaders with higher levels of social, emotional, and cognitive intelligence are expected to be more likely to be promoted to leadership positions and thus gain leadership experience and improve their leadership abilities. Of course, experience alone is not enough to yield significant leadership insights. This is why the three subsidiary hypotheses (H2a1, H2a2, H2a3) are also expected to be confirmed, namely that individuals with higher levels of emotional, social, and cognitive intelligence will be better able to learn from their past experiences and thus will be more likely to be promoted to higher and higher levels of leadership.

Just as certain individuals are innately more equipped to learn a sport or a foreign language more quickly, based upon their innate capacities, so leaders with higher levels of interpersonal and general intelligence are expected to be able to better learn from their past experiences and build upon them and to be rewarded for these capacities. Although leadership experience may be valuable for all individuals, regardless of their intellectual capacity, the research is expected to yield the finding that certain individuals are better able to mine the benefits of their experiences than others, based upon these specific innate traits and thus be rewarded by the organization. The ability to exercise contingent leadership techniques….....

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