Ability-versus skill-based assessment of emotional intelligence

Area of Science:

• Psychology
• Organizational Behavior
• Leadership Studies

Background:

• Emotional intelligence (EI) is increasingly recognized in leadership research.
• Debate continues regarding the optimal methods for measuring EI constructs.
• Existing research lacks consensus on the relationship between EI measurement types and job performance.

Purpose of the Study:

• To analyze leader emotional intelligence scores using skill-based and ability-based methodologies.
• To assess the correlation between EI measurements and leader job performance.
• To identify specific EI components that predict job performance.

Main Methods:

• A study involving 212 employees across three organizations.
• Utilized the Emotional Intelligence Appraisal (skill-based) and the MSCEIT (ability-based) for EI measurement.
• Correlational analysis and factor analysis were employed to examine relationships and underlying structures.

Main Results:

• Skill-based EI scores (Emotional Intelligence Appraisal) showed a strong positive link to leader job performance.
• Ability-based EI scores (MSCEIT) did not significantly correlate with job performance.
• Relationship management was identified as the strongest predictor of job performance among EI subcomponents.

Conclusions:

• Skill-based EI assessments appear more relevant for predicting leader job performance than ability-based measures.
• The findings suggest a two-component model of EI (personal and social competence) rather than a four-factor structure.
• Implications for leadership training and development programs focusing on practical EI skills.