Intelekto kompetencijų įtaka lyderystės rezultatams
THE IMPACT OF INTELLIGENCE COMPETENCIES ON LEADERSHIP PERFORMANCE

Summary/Abstract: The question about the role of intelligence competencies in leadership is the scientific problem of the research paper. The paper aims to answer the question of how the intelligence competencies help the leader to achieve higher quality in his activity and to find new productive forms and tools for organization management. Theoretical insight to the leadership approach was provided at the conceptual level and the relevance of intelligence competencies was disclosed in the context of leadership. Based on the analysis and synthesis of the scientific literature a conceptual model of relationship between intelligence competencies and leadership performance was developed in order to explore how the latter construct is influenced by the former construct. One of the many aspects of the leadership paradigm was tested empirically. The new theoretical model rests on the concept of leadership defined in this paper, which encompasses dimensions of leadership delineated in modern theory of leadership (personal leadership, relationship leadership, organizational/strategic leadership). A theory of performance is the basis for the concept of competency. The theory used in this approach is a basic contingency theory: maximum performance is believed to occur when the person’s capability or talent is consistent with the needs of the job demands and the organizational environment. Competencies are a behavioral approach to emotional, social and cognitive intelligence. There are three clusters of competencies differentiating the outstanding from average performers: • Cognitive competencies, such as systems thinking, pattern recognition; • Emotional intelligence competencies, including self-awareness and self-management competencies; • Social intelligence competencies, including social awareness and relationship management. Emotional, social and cognitive intelligence competencies were treated holistically as three intelligence constructs having impact on each other. The relationship between social and emotional intelligence competencies and leadership has been investigated by many scholars. The existence of relationships between those constructs has been proven empirically. On the other hand, the situation of research of systems thinking as a competence is very different. The research proved that systems thinking as a competence in leadership is as important as are social and emotional intelligence competencies. Theoretical insights that systems thinking is the most important one, dealing with conceptual strategic problems of an organization, were confirmed empirically. The paper follows a quantitative research approach. Firstly, exploratory factor analysis was employed to assess dimensionality of scales. Secondly, the relationships between variables were explored using Spearman’s correlation. Thirdly, multiple linear regression was run to test the hypothesized model of the relationships. By this research there were identified intelligence competencies which are p

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