Essays on Relationship between Transformational Leadership and Emotional Intelligence Literature review

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The paper “ Relationship between Transformational Leadership and Emotional Intelligence”   is a   convincing example of the literature review on management. Effective performance in organizations requires leaders to exhibit a great deal of visionary, inspirational, empathetic, and confident leadership behaviour. They are expected to demonstrate a genuine understanding of their followers based on reflection, perception and emotional intelligence. Transformational leadership is considered as the most effective leadership style since the leaders are able to act upon their values and evoke motivational responses from their followers as well as modifying their behaviour in meeting organizational objectives.

In addition, transformational leaders with high emotional intelligence demonstrate better results than those with less emotional intelligence. Emotional intelligence is defined as the ability to manage one’ s own emotions and those of others. This paper examines how transformational leadership is related to emotional intelligence for effective leadership. In showing this relationship, the paper describes how the components of transformational leadership (individualized consideration, inspirational motivation, intellectual stimulation, and idealized influence) relate to the abilities of emotional intelligence that include self-awareness, social awareness, self-management and social skills. Transformational LeadershipTransformational leadership was introduced by Burns (1978) who identified leadership as the act of persuading, inspiring and motivating followers towards the achievement of certain goals that represent the needs, values, expectations and aspirations of both leaders and followers.

According to Burns (1978), the effectiveness of leaders lies on how they act upon their values and evoke motivational responses from their followers as well as modifying their behaviour in meeting responsiveness or resistance in the organization. Lindebaum & Cartwright (2010) note that transformational leadership should not be confused with transactional leadership because, in the latter, followers are only motivated to accomplish tasks through the exchange of specific rewards.

References

Barling et al. (2000). Transformational Leadership and Emotional Intelligence. Leadership and Organization Development Journal 21 (3), 157-162.

Bar-On, R. (2002). EQ-I: Bar-On Emotional Quotient Inventory Technical Manual. Toronto, Canada: Multi-Health Systems.

Bass, M. & Riggio, R. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.

Bass, M. (1985). Leadership and Performance beyond Expectations. New York, NY: Free Press.

Burns, M. (1978). Leadership. New York, NY: Harper & Row Publishers.

Chang, S., & Lee, M. (2007). A Study on Relationship among Leadership, Organizational Culture, the Operation of Learning Organization and Employees’ Job Satisfaction. The Learning Organization Journal 14(2), 155-185.

Corona, M. (2010). The Relationship between Emotional Intelligence and Transformational Leadership: A Hispanic American Examination. The Business Journal of Hispanic Research 4 (1), 22-34

Gardner, H. (1993). Multiple Intelligences: The Theory in Practice. New York, NY: Basic Books Publishing.

Gardner, L. & Stough, C. (2002). Examining the Relationship between Leadership and Emotional Intelligence in Senior Level Managers. Leadership and Organization Development Journal, 23 (1/2), 68-79.

Goleman, D. (1998). Working with Emotional Intelligence. London: Bloomsbury Publishing.

Lindebaum, D. & Cartwright, S. (2010). Critical Examination of the Relationship between Emotional Intelligence and Transformational Leadership. Journal of Management Studies 47 (7), 1317-1342.

Maccoby, M. (2000). Narcissistic Leaders: The Incredible Pros, the Inevitable Cons. Harvard Business Review 78 (1), 69-77.

Modassir, A. &Singh, T. (2008). Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behaviour. International Journal of Leadership Studies 4 (1), 3-21.

Palmer, B., Walls, M., Burgess, Z. & Stough, C. (2001). Emotional Intelligence and Effective Leadership. Leadership and Organization Development Journal 22 (1), 161-166.

Salovey, P. & Mayer, J. (1990). Emotional Intelligence. Imagination, Cognition and Personality Journal 9(3), 185-211.

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