The impact of gender, emotional intelligence competencies, and styles on leadership success

Leadership is a dynamic interpersonal process incorporating a wide array of cognitive as well as emotional competencies and operating in a gendered social context. This empirical study extends research on the emotional intelligence competencies and styles underlying successful leadership by investigating the repertoire of competencies and leadership styles demonstrated by female and male leaders resulting in their success. A traditional definition of success is used, involving assessments of performance and potential leading to advancement in the organization. The consequences of the construction of gender on both females and males in leadership roles are examined.; In a sample of 105 managers in one financial services institution, using self and other ratings of emotional intelligence competencies, leadership styles and success, the results demonstrate a strong pattern of significant differences between male and female leaders. Gender has a powerful influence on the images and profiles of successful leadership and there are distinctly divergent paths to success for male and female leaders.; There are constraints on the leadership behaviors and styles for both females and males in leadership positions as a consequence of the intersection of their gender roles with their organizational roles. The profile of successful female leaders includes a demonstration of a broad range of emotional intelligence competencies, although there is a negative effect upon their success when they exhibit the gender role expected competencies related to developing others. The successful male leaders also have a wide range of emotional intelligence competencies and are rewarded when they show their gender-expected individual achievement-oriented behaviors. The repertoire of leadership styles leading to success for men and women are also disparate. Men who exercise an affiliative or a democratic leadership style, styles incongruent with their expected gender role, are not successful; whereas female leaders must demonstrate a combination of gender congruent and incongruent ways of behaving, the pacesetting and coaching leadership styles, in order to be successful.; Implications for organizations and men and women in leadership roles, as well as directions for future research, are discussed.