Emotional Competence and Leadership Excellence at Johnson & Johnson

By K. Cavallo, D. Brienza. 2006

158 citations recorded by the source corpus.

A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers. Participants were randomly selected, then coded for performance rating, potential code, gender, functional group and regional area. More than fourteen hundred employees took part in a one hundred and eighty three question multi-rater survey that measured a variety of competencies associated with leadership performance including those commonly referred to as Emotional Intelligence. Results showed that the highest performing managers have significantly more “emotional competence” than other managers. There was strong inter-rater agreement among Supervisors, Peers, and Subordinates that the competencies of Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst differentiate superior performers. The high potential managers received higher scores in the emotional competencies by Peers and Supervisors, but not by Subordinates. Some gender difference was found, with Supervisors rating Females higher in Adaptability and Service Orientation, while Peers rated Females higher on Emotional Self-Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication. Direct reports scored Males higher in Change Catalyst.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/dd69f3bd7499b6dda0ef6d822c3a2fd79b0ce055

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Citations in the corpus

Emotional Intelligence Scores Predict Team Sports Performance in a National Cricket Competition (2009, background): “Notwithstanding the relative newness of the construct, emotional intelligence research suggests it is associated with successful performance across a range of performance domains, including academia and business [21, 22].”
The Relationship Among Emotional Intelligence, Task Performance, and Organizational Citizenship Behaviors (2006, background): “” Of particular interest is the Johnson & Johnson (J&J) funding of a study, conducted by Cavallo and Brienza (2002), aimed at “assessing the importance of Emotional Intelligence in leadership success across the J&J Consumer Companies” (p.”
Emotional Intelligence: What Does the Research Really Indicate? (2006, background): “For instance, a study of more than 300 managers at Johnson & Johnson (Cavallo & Brienza, 2004) used the Emotional Competence Inventory (ECI), a multirater assessment instrument that asks those who work with the individual to rate him or her on a variety of competencies related to EI.”
Women and Leadership (2017, background): “Women leaders are also rated as better at developing others (Cavallo & Brienza, 2006), as well as inspiring, and motivating others, building relationships, and collaboration and teamwork than their male peers (Zenger & Folkman, 2012).”