The smart leader: examining the relationship between intelligence and leader development behavior

• Published in: Leadership & organization development journal Vol. 35; no. 3; pp. 241 - 258
• Main Authors: A. Blair, Carrie, Allen Gorman, Charles, Helland, Katherine, Delise, Lisa
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 29.04.2014
• Subjects: Assessment centers; Behavior modification; Cognitive ability; Feedback; Gifted children; HR & organizational behaviour; Independent study; Intelligence; Job performance; Leadership; Military readiness; Organizational change/development; Organizational structure/dynamics; Participation; Skills; Studies; Training; Leadership development; Feedback acceptance; Intelligence; Leadership assessment
• ISSN: 0143-7739; 1472-5347
• DOI: 10.1108/LODJ-06-2012-0078

Purpose – The purpose of this paper is to examine the relationship between intelligence and behavior during leader development. Design/methodology/approach – As part of a leader development program, a variety of measures are collected, including measures of intelligence and measures of performance (e.g. assessment center performance, a 360-degree appraisal). The participants are given performance feedback from a variety of sources then asked to form developmental goals. The goals are examined for goal quality and goal-feedback correspondence, and examined in relation to intelligence. Findings – Intelligence was positively related to goal-feedback correspondence. Intelligence was also related to goal quality after controlling for variance attributed to professional discipline. Research limitations/implications – Personality, gender, age, and other variables were not included in this study. Other factors, such as the cultures of the organizations from which the individuals hailed, were also not included. Moreover, the conclusions were based on the behaviors exhibited in one leader development program. Future research should address these limitations. Practical implications – Leader development is expensive and is becoming more popular. The results of this research could help organizations better determine who is likely to benefit from the investment in leader development. Originality/value – In addition, a unique method is presented in the study for measuring leader development behavior based on goal quality and goal-feedback correspondence. Generalizability theory is applied in order to determine the reliability of the measures.