Relationship Between Emotional Intelligence And Transformational Leadership Essay

Batool, B. F. (2013) Emotional Intelligence and Effective Leadership. Journal of Business Studies Quarterly, 4(3), 84-94. (Note: Available in the Strayer Library)

These types of leaders, according to Avolio (1991) possess the characteristics of individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This paper will examine the outcomes that are a direct result of transformational leaders who exhibit these types of traits such as job satisfaction and organizational commitment, job stress, safety, supervisor satisfaction, team, performance, and general.

I had no clue how the online assessments that I took would help me, like any other person would think. But later, when I took the tests, I realized the importance of these assessments which gave me an insight of my true self, and helped me pin point my strengths and weaknesses in almost every department. These assessments helped me connect more to myself and the people around me. In this paper, I am going to discuss all the results from the various tests I took online and show how they reflect my leadership style and how I analyze the results to my own leadership potential, with help of examples experienced by me in life.

The second article presented the study question that emotional intelligence is a prognosticator of transformational leadership style. The researchers also aimed to establish gender disparities between the two concepts. Closing, the researchers questioned the gender differences in the transformational leadership style and emotional intelligence scores of managers.

Furthermore, while Lopez-Zafra, et al. (2012) found transformational leadership to be the most effective leadership style in contemporary organizations, previous research suggested that in order for an individual to be a transformational leader, he or she must exhibit high levels of emotional intelligence. Lopez-Zafra et al. (2012), define emotional intelligence as “the

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

While at Air Command and Staff College (ACSC), I was taught that transformational leaders possess four characteristics known as the “four I’s of transformational

Emotional intelligence (EI) is having the ability to recognize, perceive, control, and evaluate one’s emotions. EI is also the ability to see how one’s emotions affect others (Marquis & Huston, 2012; Mindtool, 1996-2015). In the healthcare landscape of today, effective leadership skills are critical to an organization. High EI is a skill that effective leaders possess (Sadri, 2012). When a leader has a high EI, they have a clear understanding of their strengths and weaknesses. Having the EI knowledge about themselves gives a leader the advantage to better address problems as they arise and to handle future complications in the organization (Fletcher, 2012). The purpose of this paper is to discuss the results of my EI assessment including strategies for developing my EI. The topic of how to work with others who do not demonstrate EI or who have different EI levels than myself will be discussed as well.

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

As election time is quickly approaching, people often continue to question the nature of leadership. Many people tend to focus on multiple characteristics as attributing to the overall effectiveness of a leader. Previous research has gone on to suggest that leaders must employ emotional intelligence in order to be effective(in text citation). Emotional intelligence consists of five components those of which include self-awareness, self-regulation, motivation, empathy and social skill. Though it is important to note that different leaders are better suited for different situations, each leader must maintain all of the components of emotional intelligence in order to be effective in all situations. In an effort to identify effective leaders, and what exactly is meant by “effective”, I conducted an interview with two women in leadership roles. Since one woman runs a business and the other woman runs a non-profit organization, I set out to determine through each interview if they both employ any components of emotional intelligence.

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

The findings show that emotional intelligence and transformational leadership can increase the performance of managers as well as their followers. The transformational leadership is based off leaders motivating employees to perform better in their organizations. The transformational leader is linked to traits such as charisma which is then linked to trust and compassion. Moreover, transformational leadership was linked with Big Five Personality Traits extraversion and agreeableness. In the study by Zafra, Martos and Garcia-Retamero (2012), they found that women have the traits of emotional repair and emotional clarity which were highly correlated with transformational leadership. Organizations recruiting more women for leadership positions could possibly benefit organizations. Moreover, the findings show that that transformational leaders can motivate their followers and may increase their commitment to an organization. The expectancy theory showed that leaders can motivate follower to increase performance if they were attracted to organizational goals (Caillier, 2014, p. 221). The attitude of the transformational leader has an importance in whether the performance of followers increases or decreases. Furthermore, the transformational leader is adept in working in culturally diverse work environments (Keung & Rockinson-Szapkiw, 2013).

Various authors have been debating the issue of emotional intelligence and organizational leadership. However, the existing discourse on the matter has been hampered in terms of limited theoretical applications. Moreover, many analysts have failed to propose effective relationships among constructs, thus failing to offer any meaningful relationship between emotional intelligence and organizational leadership. Nevertheless, many authors offer a candid evaluation of the issue in terms of discussing empirical data although few of them create a relationship between organizational leadership and emotional intelligence.

Emotional Intelligence and Leadership It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound

Leaders today are presented with an ever-increasing reliance on unifying a team or organization to achieve goals and objectives. With this demand for higher-level leaders, the ability through which a leader is able to appeal to specific traits and qualities is never more important. Emotional Intelligence (EI) is one area of focus that a leader in the marketplace today must be able to appeal to and demonstrate as a core competency.