Leading Change: Developing Emotional, Social, and Cognitive Competencies in Managers During an MBA Program

  • Richard E. BoyatzisEmail author
  • Kevin V. Cavanagh
Part of the The Springer Series on Human Exceptionality book series (SSHE)


A number of social, emotional, and cognitive competencies have been shown to predict management, professional, and leadership effectiveness. Can these competencies be developed through graduate management education? This chapter provides an update on the 25-year empirical investigation conducted at the Weatherhead School of Management, Case Western Reserve University, to explore patterns and sustainability of competency development in a full-time MBA program before and after it was enriched with the Leadership Assessment and Development (LEAD) course. Comparisons of MBA students’ self- and other-rated competency assessments at graduation with the same assessments conducted at the time of entry into the program were examined in cohorts from 1987 to 1990 (pre-LEAD) and 1990 through to 2013 (post-LEAD), the last 5 years of which have never been published. In addition to updating and extending the findings of prior publications of this research program, this chapter aimed to open the discussion on the emotional and social competencies which have been shown not to improve over time and to offer suggestions for management educators around the world.


Competency development Emotional and social intelligence Outcome assessment MBA Intentional Change Theory Longitudinal study 


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Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.Weatherhead School of Management, Case Western Reserve UniversityClevelandUSA

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