An empirical study of the role of emotional intelligence and effective leadership in a workplace environment of change

This thesis investigates the relationship between emotional intelligence (EI), leadership styles and outcomes of leadership, within the workplace environment of the National Health Service (NHS) in the UK; which is endemic with change (Allen, 2009; Iles & Cranfield, 2004). The broad question posited is: Within the context of change, what is the nature of the association between EI, leadership styles and leadership outcomes, from the perspective of both leaders and their followers?There is a dearth of published research on EI and leadership within the context of change which makes this study particularly timely. The study employs two different models of EI that have evolved from ‘ability-based’ (Palmer & Stough, 2001; Mayer & Salovey, 1997) and ‘personality-based’ (Bar-On, 1997; Higgs & Dulewicz, 2002) theoretical perspectives. This is the first substantive study to have embraced both models and the intention here was to identify similarities and differences between the two perspectives in the context of organisational change leadership.Although there is extensive research on leadership, there still exists an acute need for EI and leadership research based on follower perspectives (Lindebaum & Cartwright, 2010; Notgrass, 2010). This study addresses this gap by investigating both leader self-perceptions and follower-perceptions of their leaders. This study has been conducted in two phases. Phase 1 focuses on leader self-perceptions. Phase 2 focuses on the combination of leader self-perceptions and follower-perceptions of their leaders.In Phase 1, this thesis postulates that within dynamic environments such as the NHS, different types of linkages can be argued between EI and the different leadership styles (Transformational Leadership, Transactional Leadership and Laissez Leadership) while suggesting that EI will predict Transformational Leadership. Furthermore, this thesis postulates that EI and Transformational Leadership will have a positive impact on leadership outcomes.In Phase 2, this thesis considers both leader and follower perspectives and identifies leaders who overestimate, underestimate or are in-agreement with followers, in evaluating their own Transformational Leadership capabilities. Based on this, the leaders are classified into self-other-agreement categories of overestimators, underestimators, in-agreement/good and in-agreement/poor leaders. Thereafter, this thesis postulates varying levels of leader EI and Outcomes of Leadership (depending upon their self-other-agreement categories) as adjudged by their followers. Similar differences across the self-other-agreement categories of the leaders are predicted in terms of the linkage between EI and Transformational Leadership as perceived by the followers.The ontology of this research is realist and the epistemology is positivist (Burrell & Morgan, 1979). Data has been collected in two phases - from leaders in the NHS and then their reporting staff. Phase 1 target population was identified as NHS staff in leadership positions involved in implementing change management initiatives. Phase 2, target population was identified as the direct reports of phase 1 participants. Phase 1 entailed purposive judgment sampling followed by random sampling. Phase 2 adopted convenience sampling.Both phases were completed through surveys. In phase 1, leaders completed a self-report of the Multifactor Leadership Questionnaire, the Swinburne University Emotional Intelligence Test (SUEIT) and the Higgs & Dulewicz Emotional Intelligence Questionnaire (EIQ). The Marlowe-Crowne Social Desirability Scale has been employed to check for possible response bias. Self developed research items were employed to obtain information regarding the extent and nature of the respondents’ involvement with change. Leaders, who consented to participate in phase 2, identified 3 to 5 reporting staff for participation. In phase 2, reporting staff completed rater-forms of the Multifactor Leadership Questionnaire and the EI 360 degree questionnaires. A number of qualitative interviews have been conducted with leaders to obtain contextual data regarding the nature of the changes, impacting upon the lives of NHS staff.Phase 1 findings based on self-ratings of leaders indicated a strong positive relationship between EI and Transformational Leadership, and between EI and one factor of Transactional Leadership (contingent reward). Contrary to the hypothesis, a negative relationship was found between EI and Laissez Faire Leadership. Regression analysis revealed that both the EI models significantly predicted Transformational Leadership. Furthermore, both EI and Transformational Leadership demonstrated a strong positive relation with Outcomes of Leadership. This study also reports higher Transformational Leadership scores for females and higher EI scores for females according to one of the Swinburne University EI model. Supplementary findings showed that; while predicting Transformational Leadership, the Higgs and Dulewicz EI model had incremental predictive validity over the Swinburne University EI model.Phase 2 findings based on follower perceptions confirmed the postulation that overestimators demonstrate lower EI and Outcomes of Leadership than other leader categories. Underestimators were perceived as manifesting higher EI and higher Outcomes of Leadership.The link between leader self-ratings of EI and follower-ratings of their leaders’ Transformational Leadership across the self-other-agreement categories was also examined. Findings supported arguments that EI and Transformational Leadership will be significantly associated for overestimators but not for underestimators. Some contradictory results were generated for the in-agreement/good/poor categories in terms of EI and Transformational Leadership correlations. These contradictory findings may be attributable to the difference in the factorial constitution and psychometric properties of the two EI models. More research is also recommended on the in-agreement sub-categorisation of focal leaders as good/poor.This study provides empirical evidence suggesting that EI predicts Transformational Leadership, effective in the context of change. EI also positively correlated with aspects of Transactional Leadership, helpful in successfully leading change. Therefore, investing in training and development of leaders’ EI has the strong potential improve the ability of change leaders.Underestimators were rated by followers as the highest on EI and Outcomes of Leadership, while overestimators were adjudged as the lowest on EI and Outcomes of Leadership. Therefore, underestimating leaders are arguably most suited to effectively lead dynamic change, as in the NHS. Female leaders manifested higher Transformational Leadership and also higher EI on one of the EI models. This provides some justification to enhance leadership responsibilities of women within transformational environments like the NHS.The clear indication that high EI predicts Transformational Leadership and high EI relates to lower Laissez-Faire Leadership can have recruitment and selection implications favouring the appointment of individuals with high EI in the NHS facing endemic change. However, there is a need to exercise caution and not simply use EI measures alone for placements and recruitment/selection. Nonetheless these results and the measures of EI and leadership could be beneficial in self development, career counselling and other social contexts in the National Health Services

Entrepreneurship Skills: Literature and Policy Review

BIS research paper no. 23

Strategic sustainable development of Industry 4.0 through the lens of social responsibility: The role of human resource practices

Research on sustainable development is significantly influenced by the trade-off between the economic, social and environmental performance of businesses. Industry 4.0 development is a key business priority due to the promise of exponential increase in productivity, time efficiencies and cost reduction. However, Industry 4.0 development has been slow. Notably, human actors remain central to Industry 4.0, while the social responsibility component of sustainable development is a key prerogative for industry, championed through the UN sustainable development goals and European Commission. Therefore, we evaluate human-related impediments for Industry 4.0 and critically explore how human resource management (HRM) can overcome these barriers using a socially responsible orientation. First, we analyse the human-related challenges to Industry 4.0 through a thematic literature review. Thereafter, through an integrative literature review of different research streams (Industry 4.0, HRM and social responsibility), we critically argue novel perspectives on how human resource practices can enable sustainable development of Industry 4.0 in a socially responsible manner. Herein, we address a crucial literature gap. Our findings reveal numerous people-related barriers, including change resistance, digital skills gap, employment threats widening socio-economic inequalities, lack of industry-wide collaboration, leadership and organisational culture challenges. We show that HRM can be a crucial enabler for sustainable Industry 4.0 development through socially responsible human resource practices. These include strategic multistakeholder collaborations, holistic talent management, change leadership, inclusive knowledge sharing, sponsoring education research and codesigning curricula, smart technology for upskilling and retention and rewarding inclusive Industry 4.0 ideas. We conclude with future research directions

Identifying British Army infantry recruit population characteristics using biographical data

Background: The infantry accounts for more than a quarter of the British Army but there is a lack of data about the social and educational background of its recruits population. Aims: The current study uses biographical data tTo provide an insight into British Army Iinfantry rRecruits’ personal, social and educational background prior to enlistment. Methods: The study sample consisted of 1000 Iinfantry recruits who enlisted into the British Army School of Infantry. Each recruit completed a 95 item biographical questionnaire. Descriptive statistics were used to describe the whole study sample in terms of demographics, physical, personal, social, and educational attributes. Results: The study sample consisted of 1000 male recruits. Over half of the recruits were consuming alcohol at a hazardous or harmful level prior to enlistment and 60% of recruits had used cannabis prior to joining the Army. Academic attainment was low, with the majority of recruits achieving GCSE grade C and below in most subjects, with 15% not taking any examinations. Over half the recruits had been in trouble with the police and either been suspended or expelled from school. Conclusions: Substance misuse and poor behaviour are highly prevalent among recruits prior to enlistment. Taken alongside existing evidence that some of these problems are commonplace among personnel in regular service, the assumption that the British Army iInfantry is, in itself, a cause of these behaviours should be questioned

An empirical study of the role of emotional intelligence and effective leadership in a workplace environment of change

This thesis investigates the relationship between emotional intelligence (EI), leadership styles and outcomes of leadership, within the workplace environment of the National Health Service (NHS) in the UK; which is endemic with change (Allen, 2009; Iles & Cranfield, 2004). The broad question posited is: Within the context of change, what is the nature of the association between EI, leadership styles and leadership outcomes, from the perspective of both leaders and their followers? There is a dearth of published research on EI and leadership within the context of change which makes this study particularly timely. The study employs two different models of EI that have evolved from ‘ability-based’ (Palmer & Stough, 2001; Mayer & Salovey, 1997) and ‘personality-based’ (Bar-On, 1997; Higgs & Dulewicz, 2002) theoretical perspectives. This is the first substantive study to have embraced both models and the intention here was to identify similarities and differences between the two perspectives in the context of organisational change leadership. Although there is extensive research on leadership, there still exists an acute need for EI and leadership research based on follower perspectives (Lindebaum & Cartwright, 2010; Notgrass, 2010). This study addresses this gap by investigating both leader self-perceptions and follower-perceptions of their leaders. This study has been conducted in two phases. Phase 1 focuses on leader self-perceptions. Phase 2 focuses on the combination of leader self-perceptions and follower-perceptions of their leaders. In Phase 1, this thesis postulates that within dynamic environments such as the NHS, different types of linkages can be argued between EI and the different leadership styles (Transformational Leadership, Transactional Leadership and Laissez Leadership) while suggesting that EI will predict Transformational Leadership. Furthermore, this thesis postulates that EI and Transformational Leadership will have a positive impact on leadership outcomes. In Phase 2, this thesis considers both leader and follower perspectives and identifies leaders who overestimate, underestimate or are in-agreement with followers, in evaluating their own Transformational Leadership capabilities. Based on this, the leaders are classified into self-other-agreement categories of overestimators, underestimators, in-agreement/good and in-agreement/poor leaders. Thereafter, this thesis postulates varying levels of leader EI and Outcomes of Leadership (depending upon their self-other-agreement categories) as adjudged by their followers. Similar differences across the self-other-agreement categories of the leaders are predicted in terms of the linkage between EI and Transformational Leadership as perceived by the followers. The ontology of this research is realist and the epistemology is positivist (Burrell & Morgan, 1979). Data has been collected in two phases - from leaders in the NHS and then their reporting staff. Phase 1 target population was identified as NHS staff in leadership positions involved in implementing change management initiatives. Phase 2, target population was identified as the direct reports of phase 1 participants. Phase 1 entailed purposive judgment sampling followed by random sampling. Phase 2 adopted convenience sampling. Both phases were completed through surveys. In phase 1, leaders completed a self-report of the Multifactor Leadership Questionnaire, the Swinburne University Emotional Intelligence Test (SUEIT) and the Higgs & Dulewicz Emotional Intelligence Questionnaire (EIQ). The Marlowe-Crowne Social Desirability Scale has been employed to check for possible response bias. Self developed research items were employed to obtain information regarding the extent and nature of the respondents’ involvement with change. Leaders, who consented to participate in phase 2, identified 3 to 5 reporting staff for participation. In phase 2, reporting staff completed rater-forms of the Multifactor Leadership Questionnaire and the EI 360 degree questionnaires. A number of qualitative interviews have been conducted with leaders to obtain contextual data regarding the nature of the changes, impacting upon the lives of NHS staff. Phase 1 findings based on self-ratings of leaders indicated a strong positive relationship between EI and Transformational Leadership, and between EI and one factor of Transactional Leadership (contingent reward). Contrary to the hypothesis, a negative relationship was found between EI and Laissez Faire Leadership. Regression analysis revealed that both the EI models significantly predicted Transformational Leadership. Furthermore, both EI and Transformational Leadership demonstrated a strong positive relation with Outcomes of Leadership. This study also reports higher Transformational Leadership scores for females and higher EI scores for females according to one of the Swinburne University EI model. Supplementary findings showed that; while predicting Transformational Leadership, the Higgs and Dulewicz EI model had incremental predictive validity over the Swinburne University EI model. Phase 2 findings based on follower perceptions confirmed the postulation that overestimators demonstrate lower EI and Outcomes of Leadership than other leader categories. Underestimators were perceived as manifesting higher EI and higher Outcomes of Leadership. The link between leader self-ratings of EI and follower-ratings of their leaders’ Transformational Leadership across the self-other-agreement categories was also examined. Findings supported arguments that EI and Transformational Leadership will be significantly associated for overestimators but not for underestimators. Some contradictory results were generated for the in-agreement/good/poor categories in terms of EI and Transformational Leadership correlations. These contradictory findings may be attributable to the difference in the factorial constitution and psychometric properties of the two EI models. More research is also recommended on the in-agreement sub-categorisation of focal leaders as good/poor. This study provides empirical evidence suggesting that EI predicts Transformational Leadership, effective in the context of change. EI also positively correlated with aspects of Transactional Leadership, helpful in successfully leading change. Therefore, investing in training and development of leaders’ EI has the strong potential improve the ability of change leaders. Underestimators were rated by followers as the highest on EI and Outcomes of Leadership, while overestimators were adjudged as the lowest on EI and Outcomes of Leadership. Therefore, underestimating leaders are arguably most suited to effectively lead dynamic change, as in the NHS. Female leaders manifested higher Transformational Leadership and also higher EI on one of the EI models. This provides some justification to enhance leadership responsibilities of women within transformational environments like the NHS. The clear indication that high EI predicts Transformational Leadership and high EI relates to lower Laissez-Faire Leadership can have recruitment and selection implications favouring the appointment of individuals with high EI in the NHS facing endemic change. However, there is a need to exercise caution and not simply use EI measures alone for placements and recruitment/selection. Nonetheless these results and the measures of EI and leadership could be beneficial in self development, career counselling and other social contexts in the National Health Services

Entrepreneurship Skills Needs and Policies: Contribution to Decent Work

Addressing changes to today’s work and employment relationships, this volume offers suggestions for how public and private sector policy and practice can support the realisation of Decent Work, while exploring urgent and practical ..

Why CEOs resign : poor performance or better opportunities?

International audienceThe article focuses on factors that affect CEOs resignation. The common view is that CEOs resign because shareholders and the board force them to leave due to lower-than-expected performance. The present study challenges this view by suggesting that in fact CEOs often leave because of better opportunities elsewhere. They can find such opportunities by means of their networks, or connectedness, because CEO positions are rarely advertised. Therefore, connectedness provides an advantage in terms of finding a better position. Using data from a large database that contained information from nearly 7,500 CEOs over a 20-year period provided support for this idea. Connectedness, especially for “young” (i.e., below 60 years of age) CEOs weighted more in their resignations than poor firm performance. Nevertheless, connectedness was related to CEOs departure under any firm performance condition, suggesting that CEOs do not always leave because they are forced to but often because they have found a better deal in another firm

Blockchain technology and the circular economy: Implications for sustainability and social responsibility

Blockchain technology is a revolutionary new protocol for sharing and updating information by linking ledgers or databases in a decentralised, peer-to-peer, open-access network. Blockchain is designed to ensure the data is stored and updated in a secure, tamper-proof and irreversible way. Despite being in its nascent stages, the blockchain research is developing rapidly in different fields, making it imperative to capture the ethical and sustainability implications of blockchain development and implementation. The circular economy also focuses on enhancing sustainability and social responsibility, alongside economic growth. In this article, we critically review blockchain technology's current and potential contribution to the circular economy through the lens of sustainability and social responsibility. This paper contributes to the Industry 4.0 literature by identifying, collating and organising the disparate research on blockchain, with a critical focus on its positive impact and potential repercussions for the ethics agenda. Within this narrative review, we argue and highlight the extant and potential alignment of blockchain with circular economy. Our findings show that blockchain technology can contribute to the circular economy by helping to reduce transaction costs, enhance performance and communication along the supply chain, ensure human rights protection, enhance healthcare patient confidentiality and welfare, and reduce carbon footprint. We also evaluate the challenges to blockchain implementation for circular economy, in terms of trust, illegal activities, potential for hacking and the need to address these through suitable legislation and policy development. Furthermore, we acknowledge the potential upfront costs involved in implementing blockchain technology, although we observe that the benefits are likely to exceed the challenges. We conclude this article with recommendations for future research in this field

A two-nation investigation of Leadership Self-perceptions and Motivation to Lead in early adulthood: The moderating role of Gender and Socio-economic Status

Purpose: Drawing on social-cognitive and motivational literature of leadership, the present study examines the influence of young adults’ self-perceptions of leadership on their leadership self-efficacy and motivation to lead in their future career. We further examine gender and socio-economic status (SES) as important moderators of the proposed relationships. Design/methodology/approach: The present investigation consists of a two-study research design, based on data collected from young adult samples across two culturally different countries, namely UK (N=267) and Japan (N=127). Findings: The study presents evidence of self-perceptions of leadership influencing leadership self-efficacy and motivation to lead. The results further support the mediating role of leader self-efficacy. Regarding the moderating role of gender, results in both samples showed that the effects of leader-self efficacy on motivation to lead were stronger for males. Socio-economic status was found to moderate the effects of leadership self-perceptions of negative ILTs on leadership self-efficacy in the UK sample and the effects of leadership self-perceptions of positive ILTs on leadership self-efficacy in the Japanese sample. Originality: This study fills the gap of empirical research focused on early adulthood influences on leadership development. In particular, this study has a three-fold contribution, by, firstly, developing a conceptual model that examines the role of young adults’ self-perceptions of leadership on their self-efficacy as leaders and motivation-to-lead; secondly examining contingencies of the proposed relationships; and thirdly testing the conceptual model in two countries