An Examination of the Relationship Between Emotional Intelligence and Leadership Practices

Emotional intelligence can be defined as a multifunctional array of interrelated emotional, personal and social abilities which influence one\u27s overall ability to actively and effectively cope with demands and pressures (Bar-On & Parker, 2000). Dulewicz and Higgs (1999) define emotional intelligence as being aware of, and managing one\u27s own feelings and emotions; being sensitive to, and influencing others; sustaining one\u27s motivation; and balancing one\u27s motivation and drive with intuitive, conscientious, and ethical behavior. Successful leadership today is about how well leaders manage themselves and how well they manage others. Successful leadership is not about intellectual ability or technical expertise; it is about personal characteristics and human qualities that include empathy and compassion, flexibility, and influence. Today\u27s leaders must have the ability and flexibility to adapt to an ever-changing workforce, and it\u27s these human abilities that set apart successful leaders. Emotional intelligence has become as important as, if not more important than, intellectual quotient (IQ) and cognitive abilities. This study\u27s hypotheses were tested with multiple regression analysis by regressing the four dimensions of emotional intelligence on LPI, the dependent variable. Only one of the emotional intelligence factors, the appraisal of emotion in self or others, is significantly related to leadership (LPI) (beta coefficient = .520 and p&ndashvalue of .000). In addition, there is one demographic variable that is significantly related to LPI (beta coefficient =.094 and p&ndashvalue of .033). Therefore, years of supervision is positively related to leadership. Today, successful leaders are defined by inspiring and motivating others, promoting a positive work environment, perceiving and understanding emotions, and fostering an organizational climate in which people turn challenging opportunities into successes. This investigation explored the relationship between emotional intelligence and leadership practices. This researcher used the Schutte Self Report Emotional Intelligence Test (SSEIT) (Schutte et al., 1998) to assess emotional intelligence of managers, and Kouzes and Posner\u27s (1995) Leadership Practices Inventory (LPI) to measure leadership practices. Emotions play a key role in decision-making. This study supports the position that emotional stability and emotional intelligence are important factors for organizational leadership