A research study recently conducted by an HR Business Partner at a leading global consumer goods organization based in the UK looked into correlations between a leader’s Emotional Intelligence and his or her followers’ perspectives of the leader’s leadership behaviours. The study used the MSCEIT to examine the relationship between the leaders’ Emotional Intelligence and the extent to which they were perceived as transformational leaders.
The emotional perception branch of MSCEIT scores displayed correlations with individualised support, providing an appropriate model, articulating a vision, and fostering the acceptance of group goals, suggesting that followers view leaders as more effective when they are adept at perceiving emotions in the leadership role.
The emotional facilitation branch of the MSCEIT results displayed some moderate correlations when it came to the individualised support behaviour, suggesting the follower’s perception of transformational leadership is less informed by the leader’s personal experience of emotion.
The emotional understanding branch correlations indicated an interesting mix of positive and negative correlations. Understanding emotions showed positive correlations with intellectual stimulation, high performance expectations and articulating a vision, and negative correlations with providing an appropriate model, fostering the acceptance of group goals and contingent reward behaviour.
In considering the correlations of leader Emotional Intelligence and the follower’s perception of transformational leadership, this study suggests some factors by which the leader has the greatest potential to influence the follower by using Emotional Intelligence, as measured by the MSCEIT. From a follower perspective, two key branches of the MSCEIT were found to show reasonable correlations [no correlations were statistically significant due to a small sample size (37)]: perceiving emotions and understanding emotions. Perceiving emotions allows leaders to be aware of their own emotions and, perhaps more importantly, to accurately identify the emotions of individual followers. Given the positive correlations with individualised support, providing an appropriate role-model and articulating a vision, it could be suggested that followers respond to these more supportive behaviours when they feel the leader identifies with their emotional needs.
On the other hand, understanding emotions could be considered an ability that provides a leader with information on what makes people tick. The divide between positive correlations (transformational leadership behaviours) and negative correlations (supportive behaviours) suggests that leaders must demonstrate knowledge of their followers to strike a behavioural balance. In particular, leaders need to challenge followers with high performance expectations and intellectual stimulation whilst also supporting them with contingent reward behaviour, being an appropriate role model, and fostering the acceptance of group goals. Similarly, other research has shown that a leader’s greater understanding of emotions and a greater emotional vocabulary does not necessarily guarantee superior emotional behaviour. Put simply, just because an individual understands what behaviour may be appropriate, it doesn’t necessarily mean they will always engage in it.