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Developing Emotionally Intelligent Leadership in Higher Education

Dominique Rene Parrish

It is widely accepted that the success of higher education institutions is dependent on effective competent leaders and leadership. There is also growing evidence to support the proposition that emotional intelligence is strongly linked to effective leadership in the higher education setting. Additionally, the premise that emotional intelligence can influence an individual’s job satisfaction is well supported. This book details the findings from an explicit examination of the relevance and interrelationships between emotional intelligence, leadership practice and job satisfaction in a higher education context. A mixed mode case study approach comprising eleven cases was used to investigate four research questions. Qualitative and quantitative data was collected through interviews, surveys and a parametric test designed to assess individuals’ emotional intelligence. Twelve emotional intelligence capabilities articulating the relevance of emotional intelligence for effective leadership in higher education is presented as is a model illustrating the specific elements and interelationships between job satisfaction, emotional intelligence and effective leadership. Finally, a framework for developing emotionally intelligent leadership capacity in higher education is outlined.


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CHAPTER 6 Discussion and Conclusion 199


Chapter 6: Discussion and Conclusions Chapter 5 answered the research questions that have guided this inves- tigation. This chapter presents a synopsis of lessons learned and di- lemmas identified as a result of this study with particular reference to the implications of these for future practice. Suggestions for further research are outlined and the chapter concludes with several recom- mendations for the enhancement of current and future leaders in higher education. Lessons Learned There were a number of expected and unexpected discoveries made throughout this research investigation that are noteworthy and as such should be explicitly described, including: 1. An awareness of emotional intelligence can enhance an indi- vidual’s leadership performance and capacity. 2. One off leadership capacity development initiatives do not work. The most effective leadership capacity development ini- tiatives are those that are ongoing, sustainable and affordable and underpinned by sound, evidence-based principles. 3. Job satisfaction is an important commodity in organisations. The reviewed literature and findings from this research inves- tigation suggest that job satisfaction can be enhanced. Strate- gies for achieving this enhanced job satisfaction include de- veloping emotional intelligence and providing opportunities for individuals to engage in leadership capacity development initiatives. 200 4. Performance assessment tools should be used as a means of providing individuals with valuable feedback on their per- formance that can then be used to inform leadership capacity development activities. However, a critical requirement in this process is for the individual to willingly accept feedback that the assessment provides and commit to...

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