Emotional, social and cognitive intelligence competencies distinguishing effective Italian managers and leaders in a private company and cooperatives

Purpose The purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives. Design/methodology/approach The approach takes the form of analysis competencies coded from 51 interviews and 53,360 assessments of managers and leaders comparing more and less effective managers and leaders. Findings Emotional, social and cognitive intelligence competencies predict effectiveness in management and leadership roles in a variety of Italian organizations. Research limitations/implications Although each sample is small, together they create a basis for future confirmatory research. Practical implications Competencies needed to be effective can be identified. Originality/value The paper and the studies reported are the first to be published showing competencies that distinguish effectiveness in Italian managers and leaders.