Leadership and Emotional Intelligence have become hot topics in organisations and management in recent years. This study explores the relationship between Emotional Intelligence, Leadership and Job Performance of Officers and Ratings within the Royal Navy. In particular, the focus is on the three elements of the new Leadership Dimensions Questionnaire (LDQ) – Intellectual (‘IQ’), Emotional (‘EQ’) and Managerial (‘MQ’) Competencies. These are related to performance measures derived from formal performance appraisals. Seven hypotheses were tested and all were fully or partially supported. Results showed that IQ, EQ and MQ were all related to overall performance and to Officer leadership appraisal, but not Ratings leadership appraisal. EQ made a greater contribution to overall performance, to Officer leadership appraisal and to all three leadership styles.

Purpose -The purpose of this paper is to present a model of change which is both academically rigorous and practitioner-friendly. Design/methodology/approach -A theoretical meta-analysis is conducted by clustering themes from across a broad range of change-related literature including: learning; personal, social, situational and emergent change; helping, systems thinking, process improvement and leadership. Findings -Common themes emerge across all the change-related literature, which suggests the existence of a common underlying "change progression". Research limitations/implications -Whilst the literature covered is extensive, it is not comprehensive. The intention is to draw attention to the kinds of variables that need to be conceptualised, observed or enacted when change is studied or implemented. Practical implications -The meta-model has already proved a useful guide to implementing change and is presented here to stimulate scholarly debate among those studying it. Originality/value -The benefit of considering such a broad range of change-related fields is that each brings a different perspective to the stages of the common underlying journey. As a consequence, the meta-model offers both a lens, to provide focus on the stages in this common "change progression", and a prism, to reveal the full spectrum of applicable concepts and activities.

Purpose -To develop a model clarifying the personal factors and behavioural characteristics (competencies) relevant to effective command, leadership and management in the Royal Navy. Design/methodology/approach -A questionnaire study was conducted on a sample of 261 Officers and ratings. Their performance was rated through the organisation's own rigorous appraisal process whilst personality and competency data were gathered through the use of the well-established occupational personality questionnaire (OPQ) and the relatively new leadership dimensions questionnaire (LDQ). Findings -The results provide support for the RN's current integrated approach to command, leadership and management by identifying four "supra-competency" clusters -conceptualising, aligning, interacting and creating success -and the related personality and leadership dimensions, which are correlated with high performance. Support for the validity of the LDQ and OPQ questionnaires is also produced by the results found from performance appraisal data.Research limitations/implications -The research was conducted within one establishment of one of the services (the RN). Further replication studies in other services and private sector companies are planned or underway. Practical implications -The model produced from this study is now being used by the British Royal Navy as the basis of command, leadership and management training and development and its use by the Admiralty Interview Board for Officer selection is currently under consideration. Some findings are generalisable to other organisations. Originality/value -This is a rare example of a study of leadership validated against formal performance appraisal data. The fact that conclusions are drawn from an appraisal system which conforms to best practice and from a highly representative sample, with a 97 per cent response rate, supports the value of these findings for both academic researchers and practitioners.

Purpose -This paper aims to present a summary of a study to identify the competencies of effective leadership and management in the British Royal Navy (RN). Design/methodology/approach -The sample consisted of 261 Officers and Ratings. Performance was determined through the organisation's own extensive appraisal process, whilst personality and competency data were gathered through the use of the well-established occupational personality questionnaire (OPQ) and the then relatively new leadership dimensions questionnaire (LDQ). Findings -The results provide support for an integrated approach to leadership and management selection and development by identifying four "supra-competency" clusters associated with high performance in both activities. They also provide an illuminating insight into the important academic debate over the differences between the constructs of leadership and management. Additional findings highlight the importance of motivation as a competency, and deliver the first empirical support for a relationship between congruent/public and emotional/private self-awareness and performance. Practical implications -The findings have been endorsed by the RN and are being actively implemented as the basis for all leadership and management selection, training and development. Originality/value -This is a rare example of a study of leadership and management validated against formal performance appraisal data. The fact that conclusions are drawn from an appraisal system which conforms with best practice and from a highly representative sample, with a 97 per cent response rate, reinforces their value.

Purpose -This paper aims to present some findings from a wider study into effective command, leadership and management in the British Royal Navy (RN). Its aim is to increase understanding of two types of self-awareness, emotional and congruent, and their relationship to job performance and personality. Design/methodology/approach -The sample consisted of 261 Officers and Ratings in the Royal Navy. Performance was established through the organisation's own rigorous appraisal process, while personality and competency data were gathered through the use of the Occupational Personality Questionnaire (OPQ) and the Leadership Dimensions Questionnaire (LDQ). Two difference measures were computed to assess the congruence of self-other assessment (d1) and degree of under-or over-rating (d2). Findings -The results demonstrate that self-evaluation of own performance (from LDQ) was significantly correlated with appraised (actual) performance. Hierarchical regression showed that both d scales explain significant variance in appraised performance, especially the d2 measure which accounted for 47 per cent. The findings establish the first empirical relationship between congruent/public (self-evaluation) and emotional/private (self-consciousness) self-awareness and performance.Research limitations/implications -Measures of self-awareness were derived from the three data sets described, not from a separate measure. The findings relate to a single organisation and need to be replicated more widely. Practical implications/implications -The results of this study suggest that emotional/private and congruent/public self-awareness are related to each other and that the latter is significantly related to effective performance. The findings have implications for manager and officer assessment, selection and development. Originality/value -Given the broad employment contexts of previous studies into external/congruent and internal/emotional self-awareness and performance, the findings and improvement applications discussed in this paper could have practical implications for many other organisations.