Emotional, social and cognitive intelligence competencies distinguishing effective Italian managers and leaders in a private company and cooperatives

Abstract

PurposeThe purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives.Design/methodology/approachThe approach takes the form of analysis competencies coded from 51 interviews and 53,360 assessments of managers and leaders comparing more and less effective managers and leaders.FindingsEmotional, social and cognitive intelligence competencies predict effectiveness in management and leadership roles in a variety of Italian organizations.Research limitations/implicationsAlthough each sample is small, together they create a basis for future confirmatory research.Practical implicationsCompetencies needed to be effective can be identified.Originality/valueThe paper and the studies reported are the first to be published showing competencies that distinguish effectiveness in Italian managers and leaders.