Leadership developmentDate of publication: 08/07/2007 This section is still being developed but will eventually contain complete summaries of studies that have studied leadership development based on the Bar-On conceptual and psychometric model of emotional-social intelligence. In the meantime, I have summarized the key studies that I am aware of. Should you wish to share findings from a study that you have conducted or have detailed information on studies that others have conducted focusing on this topic, please use the template provided above for summarizing this study and email it to us (info@reuvenbaron.org). You are invited to provide results that confirm or refute these findings and help us understand this area better. One of the most interesting studies demonstrating that emotionally and socially intelligent behavior can be enhanced in adults was conducted by Sjölund and Gustafsson in Sweden [2001]. They compared the EQ-i scores of 29 individuals before and after they participated in a workshop designed to increase managerial skills. At the time the workshop was conducted in 2000, most of the participants were in their early 40s and had approximately 15 years of managerial experience. Among other skills, they were taught techniques designed to strengthen EI competencies thought to be important for their work as managers; and these specific competencies and skills were those described in the Bar-On model. Not only did their total EQ score increase from a mean of 97 to 106 (p-level<.000), but 9 out of the 15 EQ-i subscales increased significantly as well. The two EI competencies that increased the most as a result their participation in the workshop were emotional self-awareness and empathy, which many consider to be the two most important components of emotional-social intelligence. Another interesting outcome was that those participants who began the workshop with the lowest EQ-i scores were the ones who made the most progress. Kate Cannon, who developed this program, confirmed similar findings based on her experience in conducting these workshops in the United States [Bar-On, 2003]. This is particularly important and encouraging, because the people with the lowest EQ scores are the ones who need to improve their EI competencies the most.
At a conference on emotional intelligence held in Nova Scotia in 2003, Geetu Orme presented findings from the individual coaching she has been providing to corporate executives in the UK since 1999. She assessed 47 executives with the EQ-i before she began coaching them and then a number of months following the completion of the weekly sessions that were provided. Her coaching was based on strengthening the weaker emotional-social intelligence factors that were identified by their EQ-i scores. The five EQ-i subscale scores that revealed the most significant changes were the following: Self-Regard (87 to 95), Self-Actualization (92 to 102), Stress Tolerance (97 to 102), Reality-Testing (97 to 109) and Happiness (93 to 100).
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