We proposed that empirical evidence showing a relationship between a leader’s emotional intelligence and employee engagement would help further the business case that this is the key attribute in managers (i.e., their ability to perceive, understand and manage emotions) that helps facilitate a high-performance workforce where people are engaged and have positive emotional experiences.
The Genos Solution
Using the Genos Emotional Intelligence 360-degree Assessment, we assessed the emotional intelligence of over 200 leaders of people within the organisation. Total emotional intelligence scores as rated by others were determined and averaged.
We also assessed the engagement of 438 employees reporting to this leadership group. The Genos Employee Engagement Survey measures an individual’s intellectual and emotional commitment to their work and the organisation. It is measured empirically by asking employees to indicate the extent to which they demonstrate the following four value-creating behaviours (two questions measure each as shown below):
As you can see, being average or low in emotional intelligence results in wide and varying levels of employee engagement where employees are disengaged, not engaged and engaged. These types of engagement scores are typical of low and average performing organisations. Conversely, high levels of emotional intelligence, indeed total emotional intelligence scores above the 75th percentile, result in consistently high engagement scores.
These types of engagement levels among employees are typical of high performance organisations. Indeed, Gallup’s research has shown that organisations with this type of engagement level earn 3.9 times earnings per share greater than like organisations with wide and varied engagement results.