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Thinking style preference, emotional intelligence and leadership effectiveness

by Tessie H Herbst, Kobus G Maree

This article was originally published in the South African Journal of Industrial Psychology, Volume 34:1, published by OpenJournals Publishing.  OJP is sub-Saharan Africa's first online, open access, author-pays publisher.  OJP is committed to disseminating high quality research in Africa and worldwide.  Full text of all of SAJIP's articles can be accessed at http://www.sajip.co.za/.  To contact OJP, please call +27 (0) 21 975 4684, email info@openjournals.net, or visit our website at http://www.openjournals.net/.

In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profile (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours.

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Thinking style preference, emotional intelligence and leadership effectiveness

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