A Critical Analysis Of Emotional Intelligence And Transformational Leadership

CASIRJ Volume 5 Issue 5 [Year - 2014] ISSN 2319 – 9202
International Research Journal of Commerce Arts and Science
http://www.casirj.com Page 132
A Critical Analysis of Emotional Intelligence and Transformational
Leadership
Main Author - Ms. Aakanksha Nirala
(Assistant Professor, College of Vocational Studies, University of Delhi).
Co-Author - Ms. Navodita Chaudhary
(Assistant Professor, College of Vocational Studies, University of Delhi).
ABSTRACT
This study conceptualizes the role of Emotional Intelligence on Transformational Leadership. In
the past decade many studies of Emotional Intelligence and Leadership have been conducted
using different constructs of Emotional Intelligence. The review of literature gives a mix of
findings of relationship between Emotional Intelligence and Transformational Leadership styles.
Some researchers have found significant positive relationships between these variables. And
other researchers are doubtful about the predicting ability of Emotional Intelligence construct.
Despite widespread application, there are few published studies of the empirical link between
emotional & social competencies and performance Boyatzis, (2009). In India a few studies have
been conducted using these variables. As concluded by Srivastav et al. (2009), it will be
premature to draw any conclusion about emotional intelligence research in India. It will require
many more researches to be conducted in India in different industries to reach to any specific
conclusions.

INTRODUCTION
“We might be the master of our thoughts but, still we are the slaves of our own emotions”
- a very famous saying that we all are aware of. For most of the individuals, Emotional
Intelligence is very important to attain success. Therefore, each one of us must develop the
mature emotional intelligence skills required to better understand, empathize and negotiate with
other people. Research shows convincingly that Emotional Intelligence is more important than
Intelligence in almost every role. This study focuses on the importance of Emotional
Intelligence as a factor of Transformational Leadership.
Emotional Intelligence is the form of intelligence that encompasses only emotion
related abilities. Emotional intelligence (EI) has emerged as a construct that is of interest to both
academics and practitioners and has become one of the most topical areas in psychological
research (e.g., Mayer & Salovey, 1997; Murphy, 2006). Cooper and Sawaf (1997) asserted,
“Emotional intelligence is the ability to sense, understand, and effectively apply the power and
acumen of emotions as a source of human energy, information, connection, and influence”. This
understanding of emotional intelligence served in assessing the importance of leaders’ awareness
of their own emotions and the resulting ability to influence others’ emotions. Emotional
intelligence is important to leaders because people who possess the ability to control negative
approaches and inclinations tend to be reasonable. Other than that Emotional Intelligence plays
an important role in the work place to predict the result of work- related individuals like job
satisfaction and job performance (Bachman, Stein, Campbell, & Sitarenios, 2000; Prati,
Douglas, Ferris, Ammeter, & Buckley, 2003; Wong& Law, 2002).
Transformational Leadership empowers others to become freethinking,
independent individuals capable of exercising leadership (Mina, 2009). Transformational
leadership is one of leadership based largely on the leader’s personal behaviours which has a
substantial impact on followers and can potentially renew an entire organization (Daft, 2005).
Moreover, Transformational Leaders inspire followers to accomplish more by concentrating on
the follower’s values and helping the follower to align these values with the values of the
organization (Givens, 2008). Transformational Leadership inspires positive changes in the

followers. Effective Transformational Leadership leads to performances beyond organizational
expectations.
Emotional Intelligence (EI) plays an important role in positive leadership within an
organization. Goleman (1998) described leaders best suited to effect change within an
organization as having an ability to recognize the need for change, and who are able to remove
barriers. These leaders will challenge the norms of behaviour and enlist the help of others to
facilitate the change process. These leaders also will be effective at modelling change behaviours
for others to follow.
The leadership literature has supported the positive relationship of Emotional
Intelligence and Transformational Leadership. Studies also have found that aspects of Emotional
Intelligence such as interpersonal skills are positively correlated with most Transformational
Leadership attributes (Barbuto & Burbach, 2006; Hayashi & Ewert, 2006). Recent studies
suggest that emotional intelligent leaders are able to understand follower expectations and thus
better able to react to follower needs (Gardner & Stough, 2003). Gardner and Stough (2002) also
found the five components of Emotional Intelligence to positively correlate with all of the
components of Transformational Leadership.
Employees are performing different jobs in an organization depending upon the
nature of the organization. They mainly perform tasks like production, storage, manufacturing,
transportation, marketing, purchasing, distribution, promotion of business, finance and
accounting, human resource, research and public relations. All these activities are inter-related to
achieve the targets. These are to be performed by the employees properly so they can give their
best out put at the job. The contribution of employees on job is the most important factor for
development and excellence in business. The performance of employees on different jobs in
close coordination is needed for success of the unit. The higher the employee’s performance the
higher will be their intentions to stay in the organisation.

LITERATURE SURVEY
EMOTIONAL INTELLIGENCE
Emotional intelligence is the ability to recognize and regulate the emotions in one own
self and others and to make use of this information in order to guide one’s thinking and actions
(Giardini and Frese, 2006; Mayer et al., 2008). In the words of Salovey and Mayer (1990),
“Emotional Intelligence is the ability to monitor one’s own and others’ feelings and emotions, to
discriminate among them and to use this information to guide one’s own thinking and actions”.
According to them major utilizations of emotional intelligence include “flexible planning,
creative thinking, mood redirected attention and motivating emotions”. Goleman (1995, 1998)
has assessed the link between emotional intelligence and leadership ability. As stated previously,
Goleman (1998) listed five components of emotional intelligence that an effective leader
exhibits: self-awareness, self-regulation, motivation, empathy and social skills. The definition of
Emotional Intelligence (EI) refers to the ability to understand and manage both your own
emotions, and those of the people around you. People with a high degree of emotional
intelligence usually know what they're feeling, what this means, and how their emotions can
affect other people (Imanzadeh et. al, 2012). For leaders, having emotional intelligence is
essential for success (Mayer and Caruso, 2002; Ashkanasy, 2011). According to Goleman (1995
& 1998), emotional intelligence is an important factor in determining personal success as a
student, teacher, parent, manager, and leader. However, hard evidence on the link between
emotional intelligence and leadership is sparse (Higgs & Aitken, 2003; Palmer, Walls, Burgess
& Stough, 2001).
Salovy and Mayer (1990) were among the earliest to propose the name “emotional
intelligence” to represent the ability of people to deal with their emotions. They defined
emotional intelligence as “the subset of social intelligence that involves the ability to monitor
one’s own and others’ feelings and emotions, to discriminate among them and to use this
information to guide one’s thinking and actions”. This infact constitutes the most widely

accepted scientific definition of E.1. Goleman (1996) adopted Salovey and Mayer’s (1990)
definition, and proposed that El involves abilities are categorized as:-
(a) Self-awareness,
(b) Self regulation,
(c) Self-motivation,
(d) Understanding one’s emotions and,
(e) Managing relationships.
TRANSFORMATIONAL LEADERSHIP
Burns (1978) introduced a transformational leadership model suggesting leaders to use a social
exchange process with followers to achieve a desired behaviour. While, Barbuto and Burbach
(2006) asserted effective leaders also exhibit high levels of transformational leadership.
Transformational leadership is one of leadership based largely on the leader’s personal
behaviours which has a substantial impact on followers and can potentially renew an entire
organization (Daft, 2005). Moreover, transformational leaders inspire followers to accomplish
more by concentrating on the follower’s values and helping the follower to align these values
with the values of the organization (Givens, 2008). According to Bass and Riggio (2006),
transformational leadership characterizes a leader’s ability to inspire followers to commit to a
shared vision and goals for an organization or unit, challenging them to be innovative problem
solvers, and developing followers’ leadership capacity via coaching, mentoring, and provision of
both challenge and support. Transformational leadership in corporates behaviours that inspire
and motivate followers toward a common pursuit of organizational goals. Bass and Avolio
(1994) as cited in (Reeds, 2005) indicated that transformational leaders usually display their
behaviours associate with four characteristics:
(a) inspirational motivation,
(b) idealized influence,

(c) intellectual stimulation, and
(d) individualized consideration (Muenjohn& Armstrong, 2008).
There are four characteristics of transformational leaders.
 First, idealised influence by behaving in ways that allow them to serve as role models for
their followers, thus making the leaders admired, respected, and trusted. Transformational
leaders are endowed by their followers as having extraordinary capabilities, persistence, and
determination.
 Second, inspirational motivation works by providing meaning and challenge to their
followers’ work. Transformational leaders clearly communicate expectations and demonstrate
commitment to goals and the shared vision. These first two characteristics are similar to the
behaviours of charismatic leaders.
 Third, intellectual stimulation or stimulating inspires followers to be innovative and
creative by questioning assumptions, reframing problems, and approaching old situations in new
ways.
 Fourth, individualised consideration operates by giving special attention to each
individual follower’s needs for achievement and growth by acting as a coach or mentor (Bass
and Riggio 2006).
EMOTIONAL INTELLIGENCE AND TRANSFORMATIONAL LEADERSHIP
Emotional Intelligence (EI) plays an important role in positive leadership within an
organization. Goleman (1998) described leaders best suited to effect change within an
organization as having an ability to recognize the need for change, and who are able to remove
barriers. These leaders will challenge the norms of behaviour and enlist the help of others to
facilitate the change process. These leaders also will be effective at modelling change
behaviours for others to follow. The leadership literature has supported the positive relationship

of Emotional Intelligence and Transformational Leadership. Studies also have found that aspects
of Emotional Intelligence such as interpersonal skills are positively correlated with most
Transformational Leadership attributes(Barbuto &Burbach, 2006; Hayashi &Ewert, 2006).
Recent studies suggest that emotional intelligent leaders are able to understand follower
expectations and thus better able to react to follower needs (Gardner & Stough, 2003).
Researchers have also found that emotional management and empathy are linked to
idealized influence, and that self-management is associated with inspirational motivation and
individualized consideration components of Transformational Leadership (Barling, Slater &
Kelloway, 2000; Barbuto & Burbach, 2006).Leadership studies have asserted leaders exhibiting
high levels of Emotional Intelligence and Transformational Leadership behaviours are
visionaries, expressive, inspirational, influential, motivators, and improve organizational
performance (Barbuto&Burbach, 2006; Hayashi &Ewert, 2006). This study further states that
the Transformational Leadership style of managers could be predicted from their Emotional
Intelligence scores which is important for effective leadership (Goleman, 1998; Mandell &
Pherwani, 2003).Barling, Slater, and Kelloway (2000) found Emotional Intelligence to be
positively associated with three aspects of transformational leadership. These include idealized
influence, inspirational motivation, and individualized consideration. Barling et al. (2000) also
found management-by-exception and laissez-faire management were not associated with
emotional intelligence. Gardner and Stough (2002) also found the five components of Emotional
Intelligence to positively correlate with all of the components of Transformational Leadership.

CONCLUSION
Importance of effective leadership is increasingly perceived in organizations to meet the new
challenges of growth and development. The role of emotional intelligence is equally significantly
recognized for its temperamental impact on the organization through an attempt at
transformation and change. Since the enabling mechanism rests at the managers' temperamental
level thereby creating emotional capability, there is a need to enhance this enabling force in the
organization through HR interventions in the area of selecting emotionally intelligence
professionals and training those who are trainable, and who can inculcate a process of
transformation through people. To this end, the temperamental dimension or emotional
capability of managers need to be strengthened for (a) enhancing softer yet goal-directed
behaviour of subordinate employees and
(b) engaging them as co partners of leadership processes and as those who have stake in the
development of the organization.
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