TY - BOOK
T1 - Exploring the relationship of meaning-making structure, emotional intelligence, IQ and managerial-leadership effectiveness
AU - Chappell, Stacie Fae
PY - 2011
Y1 - 2011
N2 - This thesis explored the relationship between meaning-making structure (MMS), emotional intelligence (EI), traditional intelligence (IQ) and managerial-leadership effectiveness (MLE). Globalisation, technology, higher levels of education and a growing crisis of meaning require managerial-leaders with emotional, social and meaning-making abilities beyond traditional intelligence (Pfeiffer 2001; Price 2003; Quatro, Waldman & Galvin 2007; Reams 2005; Zohar & Marshall 2000). These meaning-making abilities include, but transcend, those associated with emotional intelligence. For example, developmental theory suggests differences in MLE are largely explained by an individual’s internal MMS (Rooke & Torbert 2005). Despite increased interest in the meaning-making abilities of managerial-leaders, there is a gap in the literature exploring the relationship between MMS and EI and their relative impact on MLE. The aim of this study was to explore the relationship between MMS and EI and IQ in predicting MLE. The sample consisted of 169 managerial-leaders who had completed a multi-source feedback process as part of a leadership development program.
AB - This thesis explored the relationship between meaning-making structure (MMS), emotional intelligence (EI), traditional intelligence (IQ) and managerial-leadership effectiveness (MLE). Globalisation, technology, higher levels of education and a growing crisis of meaning require managerial-leaders with emotional, social and meaning-making abilities beyond traditional intelligence (Pfeiffer 2001; Price 2003; Quatro, Waldman & Galvin 2007; Reams 2005; Zohar & Marshall 2000). These meaning-making abilities include, but transcend, those associated with emotional intelligence. For example, developmental theory suggests differences in MLE are largely explained by an individual’s internal MMS (Rooke & Torbert 2005). Despite increased interest in the meaning-making abilities of managerial-leaders, there is a gap in the literature exploring the relationship between MMS and EI and their relative impact on MLE. The aim of this study was to explore the relationship between MMS and EI and IQ in predicting MLE. The sample consisted of 169 managerial-leaders who had completed a multi-source feedback process as part of a leadership development program.
KW - Ego development
KW - Emotional intelligence
KW - Leadership
KW - Latent class regression
M3 - Doctoral Thesis
ER -