Studies on EQ and SQ in leadership
There is a wealth of leadership research that supports how both emotional intelligence (EQ) and spiritual intelligence (SQ) are important for leadership. By integrating EQ and SQ, leaders can become more aware, resilient, and ethical, strengthening their ability to lead in today’s complex and changing work environments. Here are some key studies and research areas that support this.
Bass and Avolio's research on Transformational Leadership (which is part of the Full Range Leadership Model - one of the most researched and most prominent leadership models in recent decades) emphasizes the importance of understanding and managing emotions in leadership situations. The Full Range Leadership Model supports this type of leadership development through its focus on transformative and authentic leadership, where self-awareness and relational intelligence are key elements. According to Bass, emotional intelligence is a crucial part of a leader's ability to motivate, inspire and engage their team. Research has also shown that EQ improves employee performance through increased engagement and better relationships within the team. FRLM also supports leaders' development of EQ and SQ in the following ways:
Individual consideration, one of the components of transformative leadership, means that leaders provide support and guidance based on each individual's unique needs and potential. Here, spiritual intelligence (SQ) is important, as it helps the leader see each employee's intrinsic value and long-term potential, rather than just short-term achievements.
SQ is linked to a deeper sense of purpose and values. Leaders who develop SQ can create a more ethical and sustainable leadership style, which is especially important in modern organizations that seek conscious and values-driven leadership.
An important part of FRLM is being able to inspire others through inspirational motivation, which requires both EQ and SQ. EQ enables the leader to understand what motivates the team emotionally, while SQ gives the leader a deeper connection to their own purpose and vision.
Being able to motivate a team based on both emotional and spiritual drivers not only creates short-term results, but also fosters long-term loyalty and commitment.
The Full Range Leadership Model emphasizes the leader's ability to manage complexity and change, which requires high resilience and flexibility. Leaders with developed EQ and SQ are better equipped to handle these challenges.
Research shows that leaders with high EQ are more flexible and have a better ability to navigate through change and complex situations, while SQ gives them an inner strength and clarity around their overall purpose.
Leaders who develop both EQ and SQ are better equipped to make long-term, sustainable decisions. FRLM’s focus on developing leaders who can balance short-term results with long-term goals aligns well with the increasing importance of both EQ and SQ in leadership.
Resilience, which is emphasized within FRLM, is strengthened through SQ by leaders becoming more grounded in their values and inner purpose, and through EQ by better handling emotional challenges.
More evidence from studies below
Bass & Avolio: Full Range Leadership Model
Bass, BM, & Avolio, BJ (1994). Improving Organizational Effectiveness Through Transformational Leadership. Sage Publications.
This book is one of the most comprehensive sources on the Full Range Leadership Model (one of the leadership models in modern times with extensive and confirmatory research behind it). It describes how transformative leadership, based on emotional and relational awareness, creates engagement and improves leadership quality.
Richard Boyatzis: EQ and sustainable leadership
Boyatzis, RE (2006). An overview of intentional change from a complexity perspective. Journal of Management Development.
Boyatzi's research highlights how EQ and self-awareness contribute to long-term and sustainable changes in leadership, both for the leader themselves and for the organization.
Journal of Business Ethics: Spiritual and Emotional Intelligence
Benefiel, M. (2005). The Second Half of the Journey: Spiritual Leadership for Organizational Transformation. Journal of Business Ethics.
The article discusses the importance of spiritual intelligence in leadership and how SQ helps create a more ethical and transformative leadership style.
These research sources provide a comprehensive foundation for understanding how developing EQ and SQ is crucial for effective and sustainable leadership.
Daniel Goleman: Emotional Intelligence (EQ)
Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ*. Bantam Books.
Goleman established the concept of emotional intelligence and linked it to leadership through research showing that high EQ improves leadership, relationships, and performance. - Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books. This book shows how EQ impacts workplaces and leadership, making emotional intelligence an important leadership skill.
A McKinsey (2020) report on leadership and resilience also highlights the need for leaders who can combine emotional intelligence (EQ) with a strong inner compass (SQ) to lead their teams through uncertain and rapidly changing situations.
Research shows that leaders who have developed both EQ and SQ are more resilient to stress and have a better ability to handle challenging situations.
SRQ (Spiritual Resilience Quotient) studies have shown that leaders who have a strong connection to their spiritual values (SQ) are able to handle stress better, as they find deeper meaning in their work. At the same time, EQ helps them navigate relationships and emotions in high-pressure environments in a constructive way.
Vanessa Druskat & Steven Wolff: Emotional Intelligence and Teams, Druskat, VU, & Wolff, SB (2001). Building the Emotional Intelligence of Groups. Harvard Business Review. -
This article emphasizes how high emotional intelligence in groups and teams strengthens their ability to work effectively together, which is an important component of relational and transformative leadership.
Reave: Spiritual Intelligence (SQ) in Leadership Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly.
Reave shows that spiritual values and SQ are linked to more ethical and effective leadership behaviors. Leaders with high SQ exhibit stronger authenticity and integrity in their leadership.
Bar-On's EQ-i Model is another well-known theory in EQ research, which highlights how emotional intelligence can improve leadership by supporting interpersonal communication, stress management, and adaptability, strengthening both team cohesion and performance.