Emotional Intelligence (EQ) and strategic leadership
“Management is doing things right; leadership is doing the right things"
Peter Drucker & Warren Bennis
The ability of leadership at a strategic level to `do the right thing' is recognised as increasingly
important in a world where global communications mean images of business and political leaders can
be instantly projected to a world wide audience. Whilst IQ (intelligence quotient) is an established
concept and recognised as a performance measure for those at a senior level, the lasting impression
they project to others, more often focuses on how effectively they've demonstrated sensitivity to people
issues and an understanding of human dynamics.
Recent years have shown a growing interest in the concept of emotional intelligence (EQ), and how it
relates to management and leadership effectiveness. How EQ relates to IQ as a measure of success in
business, is also a key issue for debate. Following extensive research into the importance of emotional
intelligence for executive and leadership positions in business, Daniel Goleman, in 'Working with
Emotional Intelligence' (1998), concludes that - “For star performance in all jobs in every field,
emotional competence is twice as important as purely cognitive abilities. For success at the highest
levels, in leadership positions, emotional competence accounts for virtually the entire advantage':
Whilst there have been a number of research studies in the subject of emotional intelligence, John
Mayer of the University of New Hampshire, and Peter Salovey of Yale University are credited with
formulating the `emotional intelligence' concept in the 1980s, following their research on the interaction
between emotion and cognition. More recent studies have been carried out in the UK by Malcolm
Higgs and Vic Dulewicz at Henley Management College, using competence based research
methodology. It was, however, Daniel Goleman who popularised the term in his publications on
emotional intelligence during the 1990s.
So, what is emotional intelligence, how can it be measured, and what are the implications for leaders at
a senior level? The following aims to briefly address these three core questions, and to suggest a
possible way forward for leadership development.
What is emotional intelligence?
Amongst other definitions, emotional intelligence has been described as:
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"The ability to sense, understand and effectively apply the power and acumen of emotions as a
source of human energy, information, connection and influence" - Robert Cooper and Ayman
Sawaf, Executive EQ (1997).
"The ability to perceive, to integrate, to understand and reflectively manage one's own and other
people's feelings" - John Mayer
Daniel Goleman describes emotionally adept people as those who "know and manage their own
feelings well, and who deal effectively with other people's feelings"; and Malcolm Higgs suggests
emotional intelligence is "Achieving one's goals through the ability to manage one's own feelings and
emotions, be sensitive to and influence other key people, and balance one's own motives and drives
with conscientious and ethical behaviour".
My definition, which combines reflection of my understanding distilled from a variety of published
sources, plus extensive debate with participants and others on leadership development programmes
is: "To recognise and understand the influence of emotions on ourselves and others, and respond
using intuition and principles to guide our behaviour".
The main components of emotional intelligence suggested by Goleman are: self-awareness,
"emotional management", self-motivation, empathy, managing relationships, communication skills and
personal style. The model developed by Malcolm Higgs and Vic Dulewicz suggests the following 3
components:
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Drivers - motivation and decisiveness (energising and driving towards goal achievement)
Constrainers - conscientiousness and integrity (the fit between principles, values and behaviour)
Enablers - sensitivity, influence and self awareness (performance traits which contribute to
success)
The principles and values that influence our behaviour, and reference to them as guidelines for how we
manage our own emotions, as well as recognise and deal with others' emotions and behaviour, are
fundamental to the EQ concept. Intuition is also recognised as a measure of EQ, and can play a key
role in how effectively we manage both our business and personal relationships.
How can EQ be measured?
Whilst IQ is an established measure of intellectual ability, the measurement of EQ is still in its infancy.
Measuring integrity, intuition, sensitivity and other attributes related to the EQ concept, inevitably
includes a number of value judgements rather than an objective analysis of (say) analytical ability, such
as those included in an IQ test.
A limited number of assessment tools have been developed to date, primarily based on self
assessment against a range of associated attributes and behaviours, such as the 'EQ Map' included in
Cooper and Sawaf's text, Executive EQ. A competence based approach has however formed part of
the research carried out at Henley, including a 360 degree appraisal version of an emotional
intelligence questionnaire. The performance criteria relating to people skills in the strategic
management standards (produced by the Management Charter Initiative), also provide a competence
measure against which senior managers can be assessed.
Honest and in depth self reflection on relevant attributes and behaviours, combined with objective
assessment by a range of others who know your character and behaviours well enough to make a
qualified judgement, is likely to provide a more rounded view than self-assessment alone. Constructive
feedback would also of course, be an essential element of the process!
Implications for leadership?
It is generally accepted that effective leadership for the 21st century, derives not from an autocratic
approach, but from providing inspirational focus, guidance and support. Increasingly fragmented,
diverse and complex organisations, require visionary leaders who commit to transformational change,
and who are able to inspire and develop teams and individuals to achieve. A strategic `big picture'
overview and high level EQ ability are the two key elements essential at executive leadership level.
Whilst EQ is especially important for those at a senior level, the EQ factor applies to everyone who
deals with people as part of their job role. Identification of the term `emotional intelligence' for the
people management side of business, has contributed significantly to encouraging open debate about
how emotions impact on our behaviour. Studies to date show that recognition and understanding of
both our own emotions and those of others, allied with an intuitive and principled response, provides
significant benefits to individual, team and business performance.
I would therefore suggest, that emotional intelligence is integrated as an essential and substantial
element of all leadership development programmes; and especially for those who influence the
strategic direction of the organisation.
Jan Childs MA, FCIPD, CIVIC
Managing Director, MDP Management Consultancy Limited
© Jan Childs 2000