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0.2 3. emotional intelligence and change leadership  (Page 2/2)

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The relationship between emotional intelligence and change leadership competencies

There is a relationship between Emotional Intelligence and change leadership competencies. Higgs (2002) compared the characteristics of Emotional Intelligence identified by Higgs and Dulewicz (1999) to the Higgs and Rowland (2000) change leadership competencies (identified above). Based on his review, Higgs concluded that it is feasible to hypothesize a number of relationships between the change leadership competencies and the Emotional Intelligence traits.

In reviewing the proposed relationships between Emotional Intelligence and change leadership competencies, Higgs asserts that there is an over-arching hypothesis that there will be a clear and positive relationship between an individual’s Emotional Intelligence and his or her overall change leadership competencies.

Identifying patterns in the research on change leadership competencies

Below, I offer a comparative analysis of the various change leadership competencies and traits identified above, including Emotional Intelligence. To conduct the analysis, I used Higgs and Rowland’s (2000) change competencies as a benchmark. I chose them as a benchmark because they have a substantial research base supporting them, and I think they are the most comprehensive change leadership competencies available.

Next, I created a matrix by listing all of Higgs and Rowland’s change competencies in the left column of the matrix. Then, the authors of the five sets of change leadership traits and competencies described in this article were inserted across the top of the matrix (i.e., Duffy and Reigeluth, Conner, the National Training Center, Kotter, and, Higgs and Dulewicz). Then, I sorted all of the change leadership traits and competencies described above into the cells created by the intersection of Higgs and Rowland’s change leadership competencies and the authors of change leadership traits and competencies. The results are displayed in Table 1.

Duffy and Reigeluth’s change leader traits were the only ones to align with all eight of Higgs and Rowland’s change leadership competencies. All the traits and competencies identified by the remaining authors fit into the matrix, but not all of those competencies and traits aligned with Higgs and Rowland’s competencies.

Higgs&Rowland’s (2000) Change Leadership Competencies
Table 1: Comparative Analysis of Change Leadership Competencies and Traits
Duffy&Reigeluth(2008) Stopper (1999) National Training Center (2008) Kotter (1995) Dulewicz&Higgs (2000)Emotional Intelligence
Change Initiation —ability to create the case for change and secure credible sponsorship. Have an understanding of the dynamics of complex systemic change External AwarenessService Motivation Change leaders increase urgencyChange leaders communicate for buy-in InfluenceConscientiousness and integrity Change Impact —ability to scope the breadth, depth, sustainability and returns of a change strategy. Have an understanding of the dynamics of complex systemic change Change Facilitation — ability to help others, through effective facilitation, to gain insight into the human dynamics of change and to develop the confidence to achieve the change goals. Have strong interpersonal and group facilitation skillsHave a positive mindset about empowering and enabling others to participate effectively in transformation Leadership Approach to Change (integrated leader and continuous leader styles) Change leaders build a guiding team Interpersonal sensitivity Change Leadership —ability to influence and enthuse others, through personal advocacy, vision and drive, and to access resources to build a solid platform for change. Have a personal presence and track record that commands respectHave a likeable personalityHave experience in K-12 education Cultural Alignment Vision Change leaders get the vision rightChange leaders empower for action Change Learning —ability to scan, reflect and identify learning and ensure insights are used to develop individual, group and organizational capabilities. Have an understanding of the dynamics of complex systemic change Continual LearningFlexibility Self-awarenessIntuitiveness Change Execution — ability to formulate and guide the implementation of a credible change plan with appropriate goals, resources, metrics and review mechanisms. Are organizedHave an understanding of the dynamics of complex systemic change Technical Competence Creativity and InnovationStrategic Thinking Change leaders create short term winsChange leaders do not let up Change Presence — demonstrates high personal commitment to achievement of change goals through integrity and courage, while maintaining objectivity and individual resilience (‘a non-anxious presence in a sea of anxiety’). Have a positive, can-do attitude Have a personal presence and track record that commands respectHave a likeable personality Personal Resilience Resilience Change leaders make change stick Emotional resilienceMotivation Change Technology — knowledge, generation and skilful application of change theories, tools and processes. Have an understanding of the dynamics of complex systemic change
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Source:  OpenStax, National framework of professional standards for change leadership in education. OpenStax CNX. Feb 11, 2009 Download for free at http://cnx.org/content/col10638/1.2
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