Revisiting the emotional intelligence and transformational leadership debate: (How) does emotional intelligence matter to effective leadership?

SA Journal of Human Resource Management


 
 
Field Value
 
Title Revisiting the emotional intelligence and transformational leadership debate: (How) does emotional intelligence matter to effective leadership?
 
Creator Görgens-Ekermans, Gina Roux, Chene
 
Subject — emotional intelligence; transformational leadership; job satisfaction; organisational commitment; perceived supervisor support
Description Orientation: Empirical evidence supports the notion that emotional intelligence (EI) and transformational leadership (TFL) are related and confirms the positive effect of this leadership style on follower attitudes and performance. However, more insight is needed into the nomological net of variables that affect outcomes of effective leadership, as experienced by the follower of a leader who exhibits TFL behaviours, being influenced by various EI competencies.Research purpose: This study developed and tested a structural model that depicts the nature of the relationships between EI competencies, TFL behaviours and three outcomes of effective leadership.Motivation for the study: We argued that more insight into how (1) different components of EI affect TFL behaviours, and how (2) different components of TFL behaviours, in turn, affect outcomes of effective leadership, could be valuable in designing targeted interventions to increase employee commitment, job satisfaction (JS) and perceived supervisor support (PSS).Research design/design and method: The cross-sectional data included a sample of 267 respondents, with 85 leader–follower dyads that were analysed with partial least squares modelling. Self and other ratings were employed.Main findings: Nine of the 19 postulated relationships in the structural model were supported. Three of the four TFL components were shown to be influenced by various components of EI. Only PSS was significantly affected by idealised influence as a TFL behaviour.Practical/managerial implications: Increased understanding of which EI competencies influence TFL behaviours may be useful in the development of leaders by guiding targeted EI intervention strategies to increase leadership effectiveness.Contribution / value-add: This study confirmed the notion that EI competencies seem to be hierarchically ordered, whilst also providing insight into the differential impact of these competencies on TFL behaviours.
 
Publisher AOSIS
 
Contributor None
Date 2021-01-27
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — Quantitative, Partial Least Squares modeling
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajhrm.v19i0.1279
 
Source SA Journal of Human Resource Management; Vol 19 (2021); 13 pages 2071-078X 1683-7584
 
Language eng
 
Relation https://sajhrm.co.za/index.php/sajhrm/article/view/1279/2347 https://sajhrm.co.za/index.php/sajhrm/article/view/1279/2346 https://sajhrm.co.za/index.php/sajhrm/article/view/1279/2348 https://sajhrm.co.za/index.php/sajhrm/article/view/1279/2345
 
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Rights Copyright (c) 2021 Gina Görgens-Ekermans, Chene Roux https://creativecommons.org/licenses/by/4.0