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.
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