Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison

Springfield College
Journal of Business and Psychology (Impact Factor: 1.25). 01/2003; 17(3):387-404. DOI: 10.1023/A:1022816409059


This study examined the predictive relationship between emotional intelligence and transformational leadership style. The researchers also wanted to determine gender differences in the relationship between emotional intelligence and transformational leadership style, as well as the gender differences in the emotional intelligence scores and transformational leadership style of managers. A significant predictive relationship (p < .05)="" was="" found="" between="" transformational="" leadership="" style="" and="" emotional="" intelligence.="" no="" significant="" interaction="">p < .05)="" was="" found="" between="" gender="" and="" emotional="" intelligence="" while="" predicting="" transformational="" leadership="" style.="" a="" significant="" difference="">p < .05)="" was="" found="" in="" the="" emotional="" intelligence="" of="" scores="" of="" male="" and="" female="" managers.="" lastly,="" no="" significant="" difference="">p > .05) was found in the transformational leadership scores of male and female managers.

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    • "Studies have consistently showed that transformational leadership , as opposed to transactional leadership, has a positive relationship with work outcomes such as job satisfaction (e.g., Emery and Barker, 2007; Rad and Yarmohammadian, 2006), work performance and organizational commitment (e.g., Barling et al., 2000; Limsila and Ogunlana, 2008), positive working conditions (e.g., Nielsen et al., 2008), organizational citizenship (e.g., Podsakoff et al., 1996), and higher employee ratings of effectiveness and satisfaction (e.g., Hater and Bass, 1988; Mandell and Pherwani, 2003). "

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    • "However, although the female characteristic of transformational leadership is highly valued, its impact does not translate into financial rewards (Rees and Garnsey, 2003). This finding is consistent with prior literature regarding female leadership styles (Bird and Brush, 2002; Hackman et al., 1992; Mandell and Pherwani, 2003; Melero, 2011; Page, 2011; Wicker et al., 2012). Thus, female directors prioritize stable employment, responsibility for employees (Danes et al., 2007), and long-term client relationships (Krishnan and Park, 2005; Schaap et al., 2008). "
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    • "It focuses on how much emotional intelligence is displayed and actually used in interactions among group members, rather than the fixed individual attributes of teammates, as a predictor of group performance (Druskat & Wolff, 2001; Elfenbein, 2006). Previous research systematically points towards gender differences in emotional experience (Wegge, van Dick, Fisher, West, & Dawson, 2006), as well as emotional expression, awareness, and regulation (Ciarrochi, Caputi, & Mayer, 2003), with women scoring higher in emotional intelligence (Mandell & Pherwani, 2003). With respect to the style of interacting used in groups, women have higher social sensitivity than men (Hall, 1978). "
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