A meta-analytic investigation of the relationship between emotional intelligence and leadership effectiveness

Emotional intelligence (EI) has been identified by some researchers as an important element for effective leadership. The debate over emotional intelligence's contribution to leadership effectiveness continues in spite of almost two decades of research on the two constructs. While there are numerous studies that provide empirical evidence that emotional intelligence has a positive effect on leadership effectiveness, (Coetzee & Schaap, 2004; Kerr, Garvin, Heaton, & Boyle, 2006; Leban & Zulauf, 2004; Srivastava & Bharamanaikar, 2004; Wong & Law, 2002), there are also studies that provide empirical evidence that emotional intelligence has no statistical significance in leadership effectiveness (Barbuto & Burbach, 2006; Barchard, 2003; Brown, 2005; Brown, Bryant, & Reilly, 2006; Schulte, 2002; Weinberger, 2003). According to Van Rooy and Viswesvaran (2004) this type of contention requires a meta-analytic technique to unify the quantitative results.; The present study conducts a meta-analysis of appropriate studies to ascertain if a consistent, research-based link can be established between the concept of emotional intelligence and effective leadership. The study examines 141 studies using both the ability and mixed models of emotional intelligence research from 1990, when the concept of emotional intelligence was conceived, until the present. Ultimately, 48 studies including 99 effect sizes with 7,343 participants met all inclusion criteria and were included in the meta-analysis. Using a random effects model, a moderately strong relationship was revealed for the relationship emotional intelligence shares with leadership effectiveness.