LEADING FROM THE HEART: A STUDY ON EFFECTIVE LEADERSHIP
by

Andrea Born

PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF SCIENCE

IN
BUSINESS ADMINISTRATION

UNIVERSITY OF NORTHERN BRITISH COLUMBIA

April2019
O Andrea Born,2019

Leading from the Heart: A Study of Effective Leadership

Abstract
There is a common saying, people do not leave their job, they leave their boss.

An important reason an individual leaves their job is because of the relationship they
have with their boss. Many organizations deal with turnover because direct reports have

not connected or built a positive rapport with their boss.
Leaders with high emotional intelligence typically demonstrate support for their

direct reports in the workplace. Support from leaders comes in many forms including
through active listening; empathy; understanding of the direct reports' thought process
and motivations; and, providing emotional support through ongoing coaching and

feedback. In other words, a leader with high emotional intelligence is responsive to their
self-awareness and the awareness of others. Leaders who have developed the

characteristics above have developed the skill of emotional intelligence (EI), helping
them to build positive relationships with their direct reports.

In this research, I aim to examine how a leader's emotional intelligence affects
the relationship with their direct reports. More specifically, my research question is

whether leaders who score high on emotional intelligence are better able to retain those
employees as compared to leaders with lower emotional intelligence. I suggest two
mechanisms that would explain this. First, crossover of emotions could explain that
leaders high in emotional intelligence experience more positive emotions, whereas
leaders low in emotional intelligence radiate more negative emotions that then cross

over to their direct reports. Second, leaders high in emotional intelligence are expected

Leading from the Heafi: A Study of Effective Leadership
to provide more emotional support to their direct reports, thereby increasing their
commitment to the team and organization.

I tested my model using suvey data from 13 supervisors - direct report dyads.
The results show that a combination of the emotional crossover and emotional support
mechanisms best explain how leader's emotional intelligence (EI) affects direct reports'

turnover intention. Supervisors high in emotional intelligence provided more support to

their direct reports and therefore, direct reports experienced more positive affect and
had lower turnover intention. I speculate that direct reports might reciprocate the extra
support they receive from emotionally intelligent leaders in the form of higher

commitment to the organization. I discuss the implication of those findings for theory
and practice.

Table l. Mean, Standard Deviations and Correlations of Model Variables

'.'..'....... 33

Figure 2. Emotional Crossover Model

........'...34

Figure 3. Emotional Support Mode1.........
Figure 4. Combined Model

References

......' 35
-.-.-....- 35

.................37

Leading from the Heart: A Study of Effective Leadership

Introduction
There is a common saying, people do not leave their job, they leave their boss.

Many organizations deal with turnover because direct reports have not connected or

built a positive rapport with their boss. A difficult working relationship between the
direct report and leader often occurs because the direct report does not feel adequately
supported in the workplace. Their boss may not communicate their expectations or

provide a clear direction; they may not listen when their direct report faces challenges,
be unapproachable, lack coaching or feedback. In addition, a leadet's positive or

negative emotions may transfer over to their direct report. If a leader is often frustrated
or angry in the workplace, their negative emotions may crossover to their direct reports
(Sy, Saavedra, & Cote,2005). Lack of support, inability to control negative emotions,
or ineffective communication is higher among leaders with low emotional intelligence
(Sy, Saavedra, & Cote,2005). Therefore, leaders who have a higher amount of
emotional intelligence could reduce employee turnover due to their ability to build
supportive relationships with their direct reports.
Leaders who have low emotional intelligence may impact their direct reports'

intention to quit their job. This is because leaders who have low emotional intelligence
may circulate negative emotions in the workplace; provide little or no support and lack
ongoing coaching and feedback with their direct report. The workplace environment
becomes negative and this impact influences an employee to quit their job.

There are many managers working in key positions who were promoted

internally because it is more efficient to promote up in the organization rather than

Leading from the Heart: A Study of Effective Leadership
demote or keep the manager in their current role. These managers have the technical

ability to excel at their job; however, they lack the necessary skills to successfully lead
their team. These leaders typically have challenges motivating their team; they are not
self aware, and they are deficient in having interpersonal skills because they have low
emotional intelligence. Ineffective leaders are widespread in every organizatton and
they cause numerous harmful internal issues including a lack of trust, undue pressure on

their direct reports, lack to respect of others, and a negative work environment. These
issues are damaging to workplace relationships and take a long time to repair within the

organization.

Given to the importance of emotional intelligence in effective leadership, the
goal of this project to examine the impact of a leader's emotional intelligence on
the quality of the professional working relationship they have with their direct

reports. My main research question is:
How does a leader's emotional intelligence affect their direct reports' intention
to quit their job?

In addition, I will examine why a leader's emotional intelligence influences their
direct reports intention to quit, due to the provision of support or crossover of emotions.
To answer these questions, I conducted a study in which 13 supervisor - direct report
pairs completed a survey. Supervisors were asked questions about their emotional

intelligence, stress levels, mood, as well as support provided to their direct reports.
Direct reports answered questions on their stress levels, mood, and support received
from the supervisor, as well as their intention to quit their job.

Leading from the Heart: A Study of Effective Leadership

In the following, I will give a literature review to summarize what is already
known about effective leadership, emotional intelligence, and the two mechanisms
through which a leader's emotional intelligence might affect their direct reports'

turnover intention including the provision of the leader's emotional support and
emotional crossover. Then, I will explain the methods of my study, reporl the results,
and close with a discussion on the implication of my findings for research and practice.

Leader's

Emotional
Support

Leader's
Emotional
lntelligence

Direct Report's
Intent to Leave
Job

Figure 1. Hypothesized model for leaders who have high emotional intelligence
provide emotional support or emotional crossover have the ability to retain emproyees
as compared to leaders with low emotional intelligence.

Literature Review
What is Effective Leadership
Traditional leadership has been measured by Intelligence Quotient (IQ). IQ is
based on cognitive ability including problem-solving, understanding concepts and

memory etc. Although high IQ is important in making effective decisions in the
workplace, emotional intelligence is becoming an increasingly important element of

effective leadership (Gleeson, 2014). A powerful tool for leading a team is the leader's

ability to know and understand their own emotions, as well as having sound situational

Leading from the Heart: A Study of Effective Leadership
awareness (Gleeson, 2014). Four attributes of emotional intelligence are self-awareness,

self-management, social awareness and relationship management (Gleeson, 2014). An

effective leader demonstrates high emotional intelligence in the workplace, having the

ability to understand and manage their emotions, staying calm in overwhelming
situations and managing the emotions of others (George,2000). A leader's ability to
respond to the needs and emotions of others, and relate to their direct reporls in a

supportive manner is an indication that the leader has high emotional intelligence
(Gleeson, 2014). A leader who lacks emotional intelligence is not able to determine

their direct reports needs and expectations. Their emotions are unpredictable, reactive
and they cause frustration in the workplace with their inability to communicate with

their direct reports (Gleeson, 2014). A leader's inability to verbally and non-verbally
communicate with their direct report is a common reason that leads to employee
retention issues, fuither contributing to employee doubt and disengagement (Gleeson,

2014).In this research, we define effective leaders as leaders who have self-control,
build and maintain productive relationships, foster positive communication, emotional
support and empathy towards their direct reports (Gleeson, 2014).In other words, we
assume that leaders who have emotional intelligence are effective leaders, creating the

type of positive workplace environment where employees want to stay.

What is Emotional Intelligence
When we hear the word intelligence, we think of smart doctors and scientists
such as Neurosurgeons and Astrophysicists, however, intellect comes in many forms,

including emotional intelligence. Emotional Intelligence (EI), also known as Emotional
Quotient (EQ). Daniel Goleman says emotional intelligence is a person's "maturity"

Leading from the Heart: A Study of Effective Leadership
(Goleman, 1998). As mentioned previously, emotional intelligence is having the ability
to manage ourselves and our relationships effectively. There are four fundamental
attributes of emotional intelligence: self-awareness, self-management, social awareness,
and relationship management which are organrzed by a set of competencies outlined

below.

First Attribute of Emotional Intelligence is Self-Awareness
The capability self-awareness includes emotional-self awareness, accutate selfassessment and self-confidence. Emotional self-awareness is "the ability to read and

understand your emotions as well as recognrze their impact on work performance,

relationships". Accurate self-assessment is "a realistic evaluation of your strengths and

limitations", self-confidence is "having a strong and positive sense of self-worth"
(Goleman, 2000). A KorrVFerry study found that leaders with higher self-awareness

positively impacted the company's bottom line with strong financial performance. It is
important for leaders to be aware of their emotions and the emotions in others. A leader

with high self-awareness can use their awareness to manage their behaviour and the
relationships with their direct reports (Esimai, 2018).

Second Attribute of Emotional Intelligence is Self-Management
According to Goleman, self-management encompasses the following six
competences including self-control, trustworthiness, conscientiousness, adaptability,

achievement orientation and initiative. Self-control is the "ability to keep disruptive
emotions and impulses under control", trustworthiness is "a consistent display of
honesty and integrity", conscientiousness is "the ability to manage yourself and your

Leading from the Heart: A Study of Effective Leadership

responsibilities", adaptability is "skill at adjusting to changing situations and
overcoming obstacles", achievement orientation "the drive to meet an internal standard

of excellence" and initiative is "a readiness to seize opportunities" (Goleman, 2000).

A leader with high emotional intelligence is typically conscientious. These
leaders can control their impulses and set realistic goals in the workplace. Research has
shown that conscientious employees are satisfied with their job and it is an important
reason in finding and retaining employment (Pathak,2017). Leaders, who have

achievement orientation and initiative, typically seek to improve and welcome feedback

from others. They listen to their direct reports' ideas (Goleman,2077). A leader must
balance their internal drive with their direct reports goals. A leader's ability to build and

maintain positive working relationships with their direct report is important for
employee job satisfaction and retention.

Self-management is being capable of managing ones emotions, allowing leaders

to have the capacity to ensure they are not being held captive by their emotions. Selfmanagement helps bring mental clarity and concentrated energy, which is signifrcant for
a leader. Some leaders may face personal matters including a sick loved one or a

divorce; however, the leader must learn not to transfer the stress of their personal life

into their workplace relationships. The leader's otherwise negative viewpoint may
transfer to their direct reports who will also begin to feel pessimistic. The work
environment then becomes a dreadful place to be. Leaders, who remain positive,
hopeful and cheerful under intense pressure, emit the positive feelings that create
resonance (Golemen, Boyatzis, & McKee,2013). A leader who is in charge of their

feelings and impulses create an environment of trust, comfort, and fairness. A leader's

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Leading from the Heart: A Study of Effective Leadership
self-management develops in others. Further, if the leader stays calm, then their direct
reports typically will too, it's no longer entertaining being the hothead in the workplace.

Self-management also helps leaders with high emotional intelligence adapt when
there are significant environmental changes in the workplace such as a technology
changes and mergers. The workplace requires more leaders who have the ability to
master their emotions through self-management, being positive even when there are

turbulent times. Self-management also fosters transparency, "an authentic openness to
others about one's feelings, beliefs, and actions - allows integrity or the sense that a
leader can be trusted." At a primal level, integrity hinges on the impulse control, keep
us from acting in ways that we might regret" (Golemen, Boyatzis, & McKee, 2013).

When a leader has integrity they are actively sticking to their own values.

Third Attribute of Emotional Intelligence is Social Awareness
Social awareness comprises of three different competencies including empathy,
organizational awareness and service orientation. Empathy is a "skill at sensing other
people's emotions, understanding their perspective, and taking an active interest in their
concerns", organizational awareness is having "the ability to read the currents of
organizational life, build decision networks, and navigate politics", and service

orientation is having "the ability to recognize and meet customers' needs" (Goleman,
2000). When a leader has social awareness, they have the ability to support their direct
reports by responding to their needs.

Self-awareness and emotional self-management are important skills in a leader,
however, they also require social awareness also known as empathy to calm fears,

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Leading from the Heart: A Study of Effective Leadership

frustration or to celebrate. When two individuals share a genuine connection around
their feelings, whether it is a parent and child bonding over a bedtime story or friends
connecting over a glass of wine, they experience interlocking of their brains. When this
happens in the workplace, the leader has the ability to express their feelings in an

authentic way, giving them the ability to influence and motivate others. At the brain
level, the communication stems from optimistic emotions from the circuitry to and from
the left prefrontal area (Golemen, Boyatzis, & McKee,2013). When leaders lack
empathy, dissonance can be created instead of creating resonance. "Empathy is key to
retaining talent. Leaders have always needed empathy to develop and keep good people,
but wherever there is a war for talent, the stakes are higher" (Golemen, Boyatzis, &

McKee, 2013). Empathetic leaders are more approachable, they listen carefully to
others, understanding what the other pelsons concerns are and then respond

appropriately.

A leader's ability to build a positive working relationship with their direct report
depends on their level of social awareness. Leaders with high social awareness often
have empathy for others. Empathetic leaders sense others' feelings and perspectives,
and can build connections with their direct reports that create trust and transparency

(Brown, 2016). A trustworthy and empathetic leader nurtures their relationships with
their direct reports which promotes the best of out their people (Brown, 2016). Leaders
who have high emotional intelligence usually adapt to the changing circumstances they
face in the workplace with more ease (Dollard, 2018). Leaders and their direct repofts

may feel a change in their emotions at work. A leader's ability to help manage their
emotions or their direct reports emotions is a supportive leader (Dollard, 2018). These
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Leading from the Heart: A Study of Effective Leadership
employees are typically satisfied with their working environment and unlikely to quit
their job.

Fourth Attribute of Emotional Intelligence is Relationship
Management
Relationship management comes together with self-awareness, self-management
and empathy. Leaders with high emotional intelligence and relationship management
have the ability to control their own emotions, resolve conflicts and solve problems

calmly without feelings of letting the pressure get to them. They also have the ability to
engage in constructive thinking, building trust, cooperation and solicit win-win

solutions (George, 2000). Leaders with high emotional intelligence can positively
impact relationships with their direct report by guiding with collaboration, enthusiasm,

motivation and build valuable interpersonal relationships.
Part of a leader's ability to maintain relationships are in managing other people's

emotions. However, before a leader can handle others' emotions they must be aware of

their own and be empathetic towards those they lead. "If a leader acts disingenuously or
manipulatively, for instance, the emotion al radar of direct reports will sense a note of
falseness and they will instinctively distrust the leader. The art of handling relationships

well, then, begins with authenticity: acting from one's own gut feelings." (Golemen,
Boyatzis, & McKee, 2013).

Relationship management is not only about being pleasant and responsive; it is
being pleasant and responsive with a purpose. Leaders have to be attuned to their vision
and values, lead people in the right direction towards the organizations goals, and lead
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Leading from the Heart: A Study of Effective Leadership

with inspiration (Golemen, Boyatzis, & McKee, 2013). Leaders understand the values
of who they lead, supporting them to progress effectively in the work they do. "A strong
sense of the collective mission also leaves inspirational leaders free to direct and

guide

with firmness." (Golemen, Boyatzis, & McKee, 2013).
Leaders with high emotional intelligence and the ability to manage relationships

may act overly positive in the workplace and can leverage their optimism and emotions
to visualize opportunities in their organization. However, leaders who are overly

optimistic in the workplace may inflate outcomes and become less realistic and may
have to come back to a problem or decision when their judgement at a more neutral

position (George, 2000). When leaders with high emotional intelligence have the ability
to maintain their relationship with their direct report, the employee should feel a sense

of encouragement, Support and connection. These employees are typically motivated
and want to contribute to the organization.

Leader - Direct RePort Mechanisms
In this section, I will discuss two mechanisms that explain how a leader's emotional

intelligence (e.g., their ability to manage emotions and relationships) affects their direct
report through emotional crossovel and the provision of support.

Emotional Crossover
An individual's work experiences are connected with those who they interact
with. "Crossover is a process where an individual's emotional state influences the
emotional state of another individual" (Bradshaw, 2019). Crossover is a conscious
process, where individuals who have an interaction facilitate the transfer of emotions

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Leading from the Heart: A Study of Effective Leadership
(Westman, Shadach, & Keinan, 2013).When a direct report has a positive or negative
experience with their leader, crossover may happen, meaning the leaders positive or

negative emotions will transfer over to their direct report.
Westman looked at the crossover for partners. If a partner's job is stressful, this
anxiety can crossover to their partner's well being. If we look at this from the
relationship between a leader and their direct report, a stressed out leader feeling
pressure from the amount of work they have or from a fast approaching deadline, may
crossover their emotions to their direct report's, causing the direct report to feel stressed
as well. On the contrary, Westman explained if partners' feelings are optimistic

following a positive job experience, then a positive emotion may also crossover to their
partner, improving their wellbeing (Westman, Shadach, & Keinan, 2013). Leaders who
radiate positive emotions such as enthusiasm and optimism can be crossed over to their
direct reports, motivating them to be more productive in the workplace. Research has
shown a negative correlation between a leader's positive mood in the workplace and
employee turnover intention (Mohammad, Chai, Aun, & Migin, 2014).
Research has explored if the crossover of positive emotions triumph over
crossover of negative emotions. Positive emotions include happiness and joy; negative

emotions include anxiety and conflict (Westman, Shadach, & Keinan, 2013). Research
supported the concept that "positive events may, in some circumstances have a stronger

impact than negative events" (Westman, Shadach, & Keinan, 2013). A positive emotion
between a leader and their direct report may create a greater sense on oneness or

harmony with each other, accepting the direct report to be more responsive to the

positive emotions of the leader. The research suggests, this explanation may describe
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Leading from the Heart: A Study of Effective Leadership

why crossover of positive emotions may rise above the crossover of negative emotions
(Westman, Shadach, & Keinan, 2013). The implications of a leader's positive crossover
may carry into the workplace improving the work environment, direct report
engagement, and the ability to break negative work-related cycles (Westman, Shadach,

& Keinan, 2013). Therefore, positive crossover between the leader and their direct
report should be positively correlated with the direct reports retention and desire to stay
in their job, A negative crossover between the leader and their direct report would be
correlated with the direct reports intention to quit their job.

Provision of Emotional SuPPort
It is important for leaders to provide social support to their direct reports.
Research has shown social support in the workplace is a factor in improving employee

job satisfaction(Zhang,Lin, & Wan,2015). Many studies have proven that social
support in the workplace encourages learning from receiving support and when the
learning is transferred to others, it enhances the employees' enjoyment of their job. A
leaders "social support in the workplace encourages their direct report in meeting their

job responsibilities because thejob expectations are clearer and direct reports can focus
on their goals" (Zhang,Lin, & Wan, 2015). Feedback from the leader to the direct

report fosters problem solving, encouragement, and appreciation which creates a sense

of belonging.

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Leading from the Heart: A Study of Effective Leadership

What is Emotional Support

A specifrc, and crucial, form of social support is emotional support. When a
leader provides emotional support, they listen and empathize with their direct reports.

When a leader provides informational support, they provide advice and problem solving
(Robert G. Kent de Grey, 2018).

A leader's emotional support alleviates workplace stress, anxiety, and cultivates
a sense of commitment. Further, the emotional support reduces feelings of resentment
and provides an optimistic outlook on the direct reports job (Zhang, Lin, & Wan, 2015).

A leader's ability to provide emotional support to their direct report reduces the
intention of employee turnover, since support provides higher job satisfaction and
workplace commitment (Zhang, Lin, & Wan, 2015).

Turnover Intention
In summary, I expect that there is a negative relationship between a leader with
high emotional intelligence and employee turnover intention due to two mechanisms:
emotional crossover and emotional support.

With regard to emotional crossover, research as shown that a leader's positive or
negative mood or emotions can crossover to their direct report in the workplace.
Leaders with high emotional intelligence typically exhibit positive emotions in the

workplace and have the ability to control their emotions when stressful situations arise.
Leaders who have heated outbursts in the workplace, typically lack emotional

intelligence and are unlikely to build a positive rapport or gain trust with their direct
report. They also may be quick to judge others, acknowledging errors of their direct
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Leading from the Heart: A Study of Effective Leadership
report. A leader who has positive emotions in the workplace supports their direct
reports, transferring a feeling of harmony, happiness or satisfaction in the workplace

(Westman, Shadach, & Keinan, 2013). The crossover of positive emotions from the
leader to the direct report may lead to increased work engagement (Westman, Shadach,

& Keinan, 2013). Crossover of negative emotions from a leader to a direct report
includes the following emotions, StreSS, anxiety and conflict. However, an overly

optimistic leader may not notice performance concerns with their direct report. If a
direct report walks into the office a couple of minutes late, it is possible the optimistic
leader would not hold their employee accountable and address the late behaviour. It is

important leaders take steps to collectively manage their moods and emotions and
support the management of their direct report's moods and emotions (George, 2000). A
leader with high emotional intelligence has the ability to perceive, understand and
regulate emotions to influence their direct reports and build successful interpersonal

rapport with others will help the leader in becoming a more effective leader (George,
2000). This support for the direct report and the leader's ability to manage emotions
may prevent the direct reports intention to quit their job because it contributes to a
workplace environment promoting retention (Mohammad, Chai, Aun, & Migin, 2014).

With regard to the social support mechanism, a leader's ability to recognize their
emotional strengths and limitations may increase the leader's emotional self awareness
and help them to enhance their social and emotional functioning (Mohammad, Chai,

Aun, & Migin, 2014). Highly emotional intelligent leaders typically enjoy building and
maintaining a positive working relationship with their direct reports (Mohammad, Chai,
Aun, & Migin, 2014). Having a genuine concern and care for their direct reports needs,
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Leading from the Heart: A Study of Effective Leadership

building trust and gaining respect are ways a leader can show their support (Chou,
2015). It is common for leaders with high emotional intelligence to demonstrate high
emotional support through quality interpersonal skills including positive verbal and
non-verbal communication, the ability to solve problems, empathy, and active listening

skills. Research has proven that direct reports who have emotional supporl are more
optimistic in the workplace (Chou, 2015). Workplaces where people feel they belong
may reduce employee turnover intention (Mohammad, Chai, Aun, & Migin, 2014). A
leader with high emotional intelligence, who provides emotional support, promotes a

workplace environment that influences their direct reports to not quit their job
(Mohammad, Chai, Aun, & Migin, 2014). Therefore, it is important to better understand

how leaders' emotional intelligence by way of emotional crossover and emotional
support can contribute to workplace retention strategies and reduce employee turnover
(Mohammad, Chai, Aun, & Migin, 2014). "As highlighted by Goleman and Chemess,

200l,leaders who manage emotional intelligence are capable of retaining their
employees. Leaders who possess an understanding of one's own emotion and the
emotions of others play and important part in organizational life" (Mohammad, Chai,

Aun, & Migin, 2014). To build on this knowledge, we will examine the mechanisms
(i.e., crossover of emotions, provision of emotional support) through which a leader's
emotional intelligence reduces direct report tumover.

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Leading from the Heart: A Study of Effective Leadership

Data and Methodology

Procedure
The methodology for this study was used to test the research question I designed
through an online questionnaire. The questionnaire is intended for managers to
complete individually and to provide the questionnaire to at least one of their direct
reports with a questionnaire to complete. The manager and direct reports creates a
password and completes the questionnaire online. The questionnaire was voluntary and

confidential, and users were allowed to opt out of the questionnaire at any time. I
recruited managers and direct reports in my professional network, reaching out to them

with an invitation email. A participant (either a supervisor or direct report) filled in the
survey, created a 6-digit team number, and forwarded this number, along with the link
to the survey to their direct report(s) or supervisor. This recruitment strategy resulted in
a sample size of l3 supervisors with 21 direct reports. The number of direct reporls who

participated in the survey per leader ranged from I to 4 (mode: 1).

Sample
On average, leaders were 66.7oh female, with an average age of 45.1 years (SD

: 8.6). About a frfth of the leaders completed an MBA (19%) whereas 23.8% held a
master's degree, 28.6% a bachelor's degree qualification and 19.1% a two-year college

diploma. Leaders worked on average 46.9 hours per week (SD : 9.1), had been on
average for 9.0 years (SD 5.3) in a supervisor role and spent on average 5.1 hours (SD:

3.9) per week on coaching direct reports. Direct reports were 71 .4o/o female, average age

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Leading from the Heart: A Study of Effective Leadership
35.58 years (SD

: 10.6), with 19% holding an MBA degree, 19o/o a master's degree,

3g.I%holding a bachelor's degree qualification and 23.8% holding a two-year college
diploma. Direct reports worked on average 39.1 hours per week (SD

: 5.7). The

average work experience of direct reports was 15.7 years (SD: 14'3).Various

industries were represented in our sample. Of the direct reports, 333% indicated they

work in finance, 19.0% in professional services,l9o/o in government. Other represented
industries included education, healthcare, production and commerce.

Measures
The reliabilities of all scales were above .75 andreported in the diagonal of table 1.

Emotional intelligence. I measured Emotional Intelligence of leaders using the 13-item
scale developed by Schutte, Malouff, Hall, Haggerty, and Cooper (1998). The scale
measures a leader's ability to recognize, express and manage emotions. Sample items

were: "I easily recognize my emotions as I experience them", "I like to share my
emOtiOns with others", and "I have control over my emotions". Answer categories

ranged from I (strongly disagree) to 5 (strongly agree).

Positive and negative affect. The Positive Affect Negative Affect Scale (Watson,
Clark, & Tellegen, 1988) was used for leaders' and direct reports' positive affect and
negative affect. We used a shortened version-five items for each dimension-to limit
the length of our questionnaire. Respondents were asked to indicate on a five-point
response scale from 1

: very slightly or not at all to 5 : extremely to what extent they

had felt that way (e.g., upset, irritable, enthusiastic, interested) during the past month.

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Leading from the Heart: A Study of Effective Leadership
The reliabilities of both scales were good and are reported on the diagonal line of

Table

l.
Emotional support. Direct reports assessed the level of emotional support they
received from their supervisor in the past month using seven high loading items related

to emotional support derived from King, Mattimore, King and Adams (1995). Sample
items include "My supervisor always seems to make time for me if I need to discuss my

work", "When I talk with my supervisor about work concerns, s/he does not really listen
(reversed)", and "my supervisor is sympathetic when I'm upset about my wotk".

Answer categories ranged from 0 (never) to 6 (almost always).

Turnover intention. We used two different measures for turnover intention. First, we
used a single item measure developed by Bothma and Roodt (2013). The item reads: "In

the last six months, how often have you considered leaving your job? Answer categories
ranged from I (never) to 5 (every day). In addition, we used the 3-item scale developed

by Konovsky and Cropanzano (1991), including the following items "I intend to look

for a job outside of my organization within the next year", "l intend to remain with this
organization for years (reverse-scored)", and "I often think about quitting my job".
Answer categories ranged from I (strongly disagree) to 7 (strongly agree).

An Exploratory Factor Analysis revealed that the item from Bothma and Roodt (2013)
formed one factor with two items from Konovski and Cropanzano (1991). The reversed
coded item "I intend to remain with this organization for years" did not load

significantly on this factor. Therefore, I separated this item and labeled it as

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Leading from the Heart: A Study of Effective Leadership

organizational commitment.The other three items formed the scale for turnover
intention.

Analysis
Because my dataset is nested, with multiple direct reports reporting to the same leader, I

analyzedmy data using stratified regression modeling in Mplus (Muth6n & Muthen,
2012). Stratified models (TYPE _ COMPLEX) compute standard errors that take into
account stratification and nonindependence of observations. In addition, I used the
robust maximum likelihood estimator (MLR), which provides estimates with standard
errors that are robust to non-normality and nonindependence of observations (Muthdn &

Muth6n, 2012). Because my sample size is very limited, I decided not to add control
variables, thereby optimizing the power of my models. In addition, I did not estimate

indirect effects because my sample size is not large enough to estimate such complex
effects reliably. My results should be interpreted as a preliminary exploration of the
relationship between leader's emotional intelligence and direct reports' tumover
intention.

Results
Table 1 presents the means, standard deviations, and correlations among the study
variables. Table 1 shows that leader emotional intelligence is negatively correlated with
leader negative affect (r

: -.68, p < .01), whereas leader emotional intelligence is

positively related to direct report received emotional support (r : .63, p < .01).Leader
positive affect is positively related to direct report received emotional support (r : .67, p

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Leading from the Heart: A Study of Effective Leadership

< .01) and direct report organizational commitment (r: .50, p < .05). Leader negative
affect is negatively related to direct report received emotional support (r

: -'56, p <

.01). Finally, direct report positive affect is negatively related to direct report turnover

intention (r: -.54,p < .05).
To test my model, I first estimated a regression model with emotional crossover as the
crossover mechanism (Figure 2).Leader emotional intelligence was positively related to
leader positive affect (b

: .38, SE: .22, p < .05), and negatively related to leader

negative affect (b: -.74, SE: .13, p < .001). This is in line with my expectation that
leaders who score high on emotional intelligence, experience more positive, and less

negative emotions. However, the crossover of emotions between leaders and direct
reports did not occur in my sample. Leader positive and negative affect were not

significantly related to direct reports' positive and negative affect. In my sample, I
therefore do not find support for the emotional crossover mechanism.
Second, I tested estimated a model with support provided by the supervisor (as reported

by the direct report) as the mechanism linking leader emotional intelligence and direct
report turnover intention (Figure 3). Leader emotional intelligence was positively
related to direct reporl received emotional support

(b: 1.03, SE : .20, p < .001). In

turn, received support was positively related to direct report organizattonal commitment

(b: .84, SE : .43, p < .05). Although the relationship between the direct report received
emotional support and direct report turnover intention, this model provides parlial
support for the idea that leader's emotional intelligence increases organizational
commitment because leaders with high emotional intelligence provide more emotional
support to their direct reports.
1A

Leading from the Heart: A Study of Effective Leadership
Since neither of my expected mechanisms was fully conhrmed in my data, I ran a ftnal

combined model. The first model (emotional crossover) suggested a strong relationship
between direct report's positive affect and turnover intention, whereas the second model

(provision of support) suggested that there is a strong relationship between leader
emotional intelligence and direct report received emotional support. Therefore, I ran a
post hoc model that combines insights from the two models: I explored if direct reports
experience more positive affect when their leaders score high on emotional intelligence
because those leaders provide more emotional support to them. Figure 4 depicts this

combined model. Similar as to model2,leader emotional intelligence was positively
related to direct report received emotional support

(b: 1.03, SE : .20, p < .001).

Received support was positively related to direct report positive affect (b : .25, SE :

.14,p < .05) and in turn, direct report positive affect was negatively related to direct
report turnover intention (b: -1.17, SE: .35, p <.01), and positively related to direct
report commitment (b: .58, SE : .23, p < .01). This model strongly suggests that
leaders with high emotional intelligence provide more emotional support to their direct

reports, increasing positive emotions in direct reports. In turn they are more committed
to the organization and supervisor, and have a lower intention to quit the company.

Discussion
The present study examines the impact of a leader's emotional intelligence on
the quality of their working relationship with their direct report and the direct reports

intention to quit their job. The model has two mechanisms to explain this. The hrst
mechanism explains leaders with high emotional intelligence that radiate positive

25

Leading from the Heart: A Study of Effective Leadership
emotions crossover to their direct reports and leaders with low emotional intelligence
emit negative emotions that crossover or transfer to their direct reports. The second
mechanism explains that leaders with high emotional intelligence are expected to
provide more emotional support to their direct reports, thus increasing their
commitment to the organtzation and reducing turnover intention.
Regarding the first mechanism, the research findings did not conltrm that a
leader with high emotional intelligence who radiates positive emotions in the workplace
crossovers positive emotions to their direct report. Nor did the study confirm a leader

with low emotional intelligence that emits negative emotions in the workplace
crossovers negative emotions to their direct report.

The explanation around finding no empirical evidence in the study of a leader's
crossover mechanism suggests that, in our sample, leaders' emotions had limited impact
on the emotions of their direct reports. A possible explanation is that the direct reports

in our sample had high emotional intelligence. If a direct report has high emotional
intelligence and is typically optimistic in nature, they may not outwardly reveal or
experience the crossover effects of their leaders' emotions. Indeed, we found that direct

reports (mean : 3.73 on 5 point scale) scored somewhat higher on emotional
intelligence than leaders in our sample (mean :3.49). Another reason could be that the
leader and direct reports' relationship was independent and the direct report in our
sample had a lot of autonomy in their job. Crossover between supervisors and direct

reports in such independent relationships may be less likely as there is less time or
interaction for emotional crossover to occur.

26

Leading from the Heart: A Study of Effective Leadership
Regarding the second hypothesized mechanism, that leaders high in emotional
intelligence would provide more emotional support, was partially supported. We found
that leaders with high emotional intelligence provided more emotional support to their

direct reports, which in turn increased the direct reports' organizational commitment,
although it did not reduce their intention to leave the organization.
The direct report may not reduce their search for a job outside of the company

for other reasons unrelated to the relationship with their leader and the data might not
have fully captured this complex relationship. For instance, it is possible that the leader

provides all the support and resources the direct report needs to be successful in their

job, however, in the organization, there is no ability for the direct report to progress in
their career. Hence, the direct report still has the intention to work elsewhere.
The combined model provided more insight in how leaders affect their direct
report, suggesting that it is really a combination of support and emotions. Leaders with
high emotional intelligence provided more emotional support towards their direct
reports, which in turn increased positive emotions in those direct reports. Consequently,
direct repofts who reported to experience more positive emotions in the workplace had
higher levels of commitment to the organization, commitment to their leader, and a low
intention to quit their job.
These findings suggest that direct reports response to receiving emotional

support from their leaders explains why they become more committed to the
organization. The results might be explained by a reciprocity mechanism (Tsui, Pearce,
Porter & Tripoli, 1997), suggesting that direct reports who receive supporl from their

27

Leading from the Heart: A Study of Effective Leadership
supervisors are grateful for such support. These employees radiate positive emotions
because they feel supported. The direct report has a positive working relationship with

their leaders and reciprocates the positive emotions and support their leader provides.
As a result, the direct report becomes more committed to the organization and less

inclined to leave their iob.
Our findings are in line with empirical research confirming that positive

reciprocity between direct reports and leaders supports relationship development and
maintenance (Uhl-Bien & Maslyn,2002). As a direct report and leader rapport develops
towards a high quality relationship, they shift from the act of reciprocity. In other words
they do not keep track whether there was a benefit provided in return to a benefit
received (Uhl-Bien & Maslyn, 2002). Leaders and direct reports that foster respect, trust
and commitment in their relationship are less inclined to be concerned with exchanges

in terms of reciprocity. The time span of reciprocation becomes longer as leaders and
direct reports increase their trust and commitment for each other, shifting their concems

from themselves to the other person (Uhl-Bien & Maslyn, 2002). A quality relationship
possesses a high level of mutual-interest where the parties' decisions are in the best

interest of the relationship showing significantly higher commitment (Uhl-Bien &

Maslyn,2002).
P r acti c

al Impli cat ions

My results have various implication for practice. My findings underscore the
effectiveness of emotional support provided by leaders for employee retention. In
organizations today, the philosophy and approach of leaders' influencing their direct
reports through the power of directing and telling may not be as effective as the power
28

Leading from the Heart: A Study of Effective Leadership

of building relationships through collaboration and seeking input of others. Leaders who
build relationships with their direct reports understand their perspectives so they have
the ability to communicate effectively and bring out the best in their people. A leader's

ability to maintain a positive working relationship with their direct report increases their
sense of connection, builds trust, emotional support and workplace engagement. These
are the elements that will successfully motivate and influence their people to be

productive and reduce turnover intention. Effective leaders who build and maintain a
positive working relationship by supporting their direct reports are leaders who have
high emotional intelligence.

My hndings suggest that leaders who are high in emotional intelligence provide
their direct reports with increased emotional support. These leaders have the ability to
maintain connections with their direct reports. When an employee feels supported and
develops an emotional connection with their leader, they typically reciprocate by
remaining loyal and invested in the organizatron. This commitment sequentially creates
satisfied employees, builds a positive working environment, and increases productivity

in the workplace. As a result, employee turnover intention is reduced in the
organization. Based on these findings, my recommendation would be for leaders to take
the time to understand their direct reports through building and cultivating an emotional

connection with them. As providing emotional support is a skill, that might not come
natural to everyone, organizations could also invest in offering workshops related to

building effective leader-direct report relationships. Likewise, it is also important for
direct reports to reciprocate support to their leader by providing feedback and nurturing
an emotional connection with their leader. The end goal of improving leader - direct
29

Leading from the Heart: A Study of Effective Leadership
reporl relationships is that the direct report feels more supported in the workplace,
hence decreasing their turnover intention and increasing commitment to their

organization.
There is learning from the study that illustrates the importance of emotional
intelligence in fostering a supportive working environment and retaining employees.
For organizations, this might mean that they could take a candidate's emotionaL
intelligence into account before promoting someone to a leadership position. The results

from my study reinforce that leaders who have high emotional intelligence are
particularly effective because they provide ample emotional support to direct reporting,
thereby reduce turnover intention in their direct reports.

This recommendation fits with the new view on leadership, shifting away from
more traditional approaches that view leadership as dictating instructions to employees
and the employees follow. More current perspectives on leadership put more emphasize
on creating relationships and emotionally connecting with people in the workplace. My

study fits within this perspective and suggests that organizations should teach emotional
intelligence with their leaders in the workplace. Leaders who have emotional
intelligence have effective communication skills, they actively listen and elicit input for

effective decision making and problem solving with their direct reports. Leaders have
an opportunity learn and practice how they are going to respond emotionally to stressful

situations and provide coaching and feedback to their direct reports in the workplace.
There is a lot of emphasis on how the leader makes their direct reports feel. A leader

with high emotional intelligence makes their direct reports feel supported, encouraged,
appreciated and are receptive to their needs. There is an opportunity for organizations
30

Leading from the Heart: A Study of Effective Leadership
and leaders to build the skills needed to develop emotional intelligent leaders

with their

people. Emotional intelligence skills should be valued and learned to direct reports who
are upcoming leaders; this is an ability that positively impacts the organizations bottom

line financially and through low tumover intention.

Limitations and Future Research
This study has several limitations. The first limitation of the study is the small
sample size (13 leaders and,2l direct reports). The results of the study would have had

more statistical power had there been a greater number of participants who completed
the survey. The survey was introduced in the month of December before the holiday
break. Participants could have either felt too preoccupied in the workplace to fill out the

survey or too distracted in the workplace while filling out the suruey and decided to opt
out. Both these variables may have impeded the amount of participants who participated

in the survey. There were incomplete surveys from participants that filled out the suruey

with no team password. In this case, the data could not be used because the dyads could
not be determined. The results of the survey were interpreted as preliminary findings
because of the small sample size, which unfortunately, does not make the research

valid. Since the sample size was too small, there was little data to analyze. There was no
opportunity to meticulously research all areas of the study including the indirect effects
and the use of multiple control variables.

Another limitation was the study explored the direction of emotional intelligence
and emotional crossover from the leader to the direct report, while we did not control

for the emotional intelligence of the direct report. It is possible that the direct report's

3l

Leading from the Heart: A Study of Effective Leadership
emotional intelligence may have affected how much emotions crossed over between
leaders and direct rePorts.

Future research should examine the crossover impact to and from leaders and

their direct reports, and the level of emotional intelligence both the leaders and direct
reports exhibit. Future research should also explore the reasons behind why a direct
report who received high levels of emotional support from their supervisor is committed
to the organization and supervisor but still has an intention to leave the company in the
future. It would be interesting to explore how commitment could shift to encourage
employee retention.

In conclusion, the study provides a preliminary evaluation of the importance and
need for leaders to have high emotional intelligence in the workplace. Leaders with high

emotional intelligence seem to provide more emotional support to their direct report,

which results in higher levels of commitment from their direct reports, higher
commitment to the organization, thus decreasing employee turnover intention. These

findings are promising, and highlight the importance of emotional intelligence and
building fruitful relationships with direct reports for employee retention.

32

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