Intelligence types and leadership effectiveness in experienced leaders

The Research Problem The research literature on leadership effectiveness shows that emotional intelligence, cognitive intelligence, and social intelligence may each play a role in leadership effectiveness. In particular, Lee, Park & Lee (2013) found a positive correlation between emotional intelligence, social intelligence, cognitive intelligence, and social capital on project performance. We also know there is a positive relationship between emotional intelligence and social intelligence, on the one hand, and sales leadership performance on the other (Boyatzis et al, 2012). However, prior research has not included covariate analyses of social, cognitive, and emotional intelligence in either a quantitative or a qualitative design. Furthermore, we do not yet know if leadership experience is a mitigating factor in social, emotional, or cognitive intelligence deficits. Prior research has not integrated leadership experience into the research on leader intelligences. In fact, Solanky (2014) found a correlation between leadership experience and leadership effectiveness, but did not integrate the intelligence quotients into the research. Therefore, we do not yet know how these four independent variables interact with one another, and whether one type of intelligence—if any-- is more important than the others in predicting effectiveness. For example, both Amdurer et al (2015) and Boyatzis, Good & Massa (2012) point out there is a gap in the literature on the combined variables of emotional, social, and cognitive intelligence and leadership effectiveness. More importantly, we do not yet know whether leadership experience has an integrative effect, either working together with different intelligence variables to increase leadership effectiveness. Given the lack of understanding about what factors promote leadership effectiveness, this research aims to help understand the problem from a contingency theory perspective. The research problem is how to better identify potential leaders, cultivating not just their skills or leveraging past experience, but also capitalizing on their unique intelligences in the emotional, social, and cognitive realms. Purpose of Study The purpose of this study is to improve our ability to identify, recognize, and facilitate top talent. Strong leaders come from diverse backgrounds and possess differential skills sets. They also excel for different reasons, not always because of superior cognitive intelligence, nor always because of a high level of emotional intelligence. Cognitive, social, and emotional intelligence are each important, but it is also critical to know the degree to which different intelligences interact. An ancillary purpose of the study is to show how to more effectively measure leadership performance, with clear implications for both the public and private sector. It is important to understand how to motivate and cultivate top talent, but also to understand that leadership requires a combination of emotional, cognitive, and social intelligence. Understanding how each of these types of intelligence interact with one another or emerge in a strong leader will be helpful for promoting effective human resources practices.