The Relationship between Performance as a Leader and Emotional Intelligence, Intellectual and Managerial Competences

Abstract

This paper presents the findings of the first of three stages of the Scottish Police Service Leadership Study (SPSLS), a major study focusing upon the relationship between leadership style, emotional intelligence, context and performance as a leader within the police service in Scotland. This stage of the study examines the relationship between performance as a leader and emotional intelligence (EQ), intellectual competence (IQ) and managerial competence (MQ). Competency, organisational context, performance as a leader and follower commitment data were gathered through the use of the 360-degree version of the Leadership Dimensions Questionnaire (LDQ). Data was gathered from bosses, peers and followers as well as from the leaders themselves who participated in the study. Additional annual appraisal performance data was also obtained and analysed. The results presented provide support for the proposition that there is a positive relationship between EQ and performance as a leader in policing. Furthermore, partial support is also provided for the propositions that EQ explains more variance in performance as a leader than IQ and more variance in performance as a leader than MQ.