Will an Increase in the Emotional and Social Competence (ESC) Scores of Leaders Directly Correlate to Higher Engagement of Their Direct Reports?

Abstract

Purpose

We examine how Emotional and Social Competence (ESC) data measures how well a leader positively attracts or repels others. It is believed that leaders with high emotional and social competence are more skilled at building positive interpersonal relationships with their employees and translates to increased employee engagement.

Methodology/approach

Individuals denoted as leaders in their respective organizations took a 66-question self-reported survey (ESC) that measured their current emotional and social competency levels. Direct reports of these leaders took a 62-question self-reported assessment that measured constructs of employee engagement. The leaders then commenced participation in a program (PDT) that focused on building their emotional and social competency levels. After completing the program (PDT) both the leaders and their direct reports retook their respective surveys and the scores were compared to the pre-program (PDT) results.

Findings

Results indicate that ESC scores increased by 8.21%, with a similar increase in employee engagement of 5.62%. Another key finding was how quickly the group bonded during the first two meetings.

Practical implications

As corporations move from a hierarchical to a self-managed team organizational structure, this program provides an evidence-based model of how to increase the ESC scores of leaders, leading to an increase in employee engagement and retention. The process-designed methodology incorporates a “use inspired” research framework, offering applications to study the impact of a leader’s emotional social competence on employees feeling a higher sense of membership, empowerment, and purpose.

Citation

Kivland, C. and Liautaud, J.P. (2016), "Will an Increase in the Emotional and Social Competence (ESC) Scores of Leaders Directly Correlate to Higher Engagement of Their Direct Reports?", Emotions and Organizational Governance (Research on Emotion in Organizations, Vol. 12), Emerald Group Publishing Limited, Leeds, pp. 101-115. https://doi.org/10.1108/S1746-979120160000012014