What matters more for entrepreneurship success? A meta‐analysis comparing general mental ability and emotional intelligence in entrepreneurial settings

Author(s):  
Jared S. Allen ◽  
Regan M. Stevenson ◽  
Ernest H. O'Boyle ◽  
Scott Seibert
2014 ◽  
Vol 13 (3) ◽  
pp. 123-133 ◽  
Author(s):  
Wiebke Goertz ◽  
Ute R. Hülsheger ◽  
Günter W. Maier

General mental ability (GMA) has long been considered one of the best predictors of training success and considerably better than specific cognitive abilities (SCAs). Recently, however, researchers have provided evidence that SCAs may be of similar importance for training success, a finding supporting personnel selection based on job-related requirements. The present meta-analysis therefore seeks to assess validities of SCAs for training success in various occupations in a sample of German primary studies. Our meta-analysis (k = 72) revealed operational validities between ρ = .18 and ρ = .26 for different SCAs. Furthermore, results varied by occupational category, supporting a job-specific benefit of SCAs.


Intelligence ◽  
2010 ◽  
Vol 38 (1) ◽  
pp. 137-143 ◽  
Author(s):  
Lynda Jiwen Song ◽  
Guo-hua Huang ◽  
Kelly Z. Peng ◽  
Kenneth S. Law ◽  
Chi-Sum Wong ◽  
...  

2014 ◽  
Vol 2014 (1) ◽  
pp. 11088 ◽  
Author(s):  
Erik Gonzalez-Mule ◽  
Kameron Carter ◽  
Michael K Mount

2020 ◽  
Vol 28 (2) ◽  
pp. 2-15
Author(s):  
Anna Baczyńska ◽  
◽  
Tomasz Rowiński ◽  

Purpose: To explore the differences between top and middle managers’ selection profiles. To that end, we assessed three important criteria: analytical intelligence, emotional intelligence, and personality. Methodology: The study compared two groups of managers (N=383): top managers (N=98) and middle managers (N=285). To measure the three factors, we used reliable, validated tools. Using discriminant analysis, we defined the strongest differentiating factors of the two groups. Results: Significant differences were obtained in the areas of the three factors, i.e. in general mental ability, some aspects of the personality dimension, and some facets of emotional intelligence. Discriminant analysis showed that facets of emotional intelligence most strongly differentiate the two groups. Implications: We describe and explain the typical profiles of top and middle managers with the three factors. Originality/value: These results are useful in the selection and development process of the organizatio


2014 ◽  
Vol 35 (4) ◽  
pp. 335-358 ◽  
Author(s):  
Claire E. Greaves ◽  
Hannes Zacher ◽  
Bernard McKenna ◽  
David Rooney

Purpose – Although leadership and organizational scholars have suggested that the virtue of wisdom may promote outstanding leadership behavior, this proposition has rarely been empirically tested. The purpose of this paper is to investigate the relationships between transformational leadership, narcissism, and five dimensions of wisdom as conceptualized by the well-established Berlin wisdom paradigm. General mental ability and emotional intelligence were considered relevant control variables. Design/methodology/approach – Interview, test, and questionnaire data were obtained from 77 employees of a high school and from two or three colleagues of each employee. Data were analyzed using hierarchical regression analyses. Findings – After controlling for general mental ability and emotional intelligence, narcissism and the wisdom dimension relativism of values and life priorities were negatively related to transformational leadership, and the wisdom dimension recognition and management of uncertainty was positively related to transformational leadership. The other three wisdom dimensions, rich factual knowledge about life, rich procedural knowledge about life, and lifespan contextualism, were not significantly related to transformational leadership. Research limitations/implications – Limitations to be addressed in future studies include the cross-sectional design and the relatively small and specialized sample. Practical implications – Tentative implications for leadership training and development are outlined. Originality/value – This multi-method and multi-source study represents the first empirical investigation that examines links between well-established wisdom and leadership constructs in the work context.


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