A critical examination of the relationship between emotional intelligence and transformational leadership

A critical examination of the relationship between emotional intelligence and transformational leadership
Document type
Article
Author(s)
Lindebaum, Dirk; Cartwright, Susan
Publisher
Chartered Management Institute
Date of publication
1 November 2010
Subject(s)
Management & leadership: including strategy, public sector management, operations and production
Collection
Business and management
Material type
Reports

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Using a multi-rater assessment (N = 227), this study seeks to overcome the problem of method variance in estimating the positive relationship between the two variables Emotional Intelligence (EI) and Tranformational Leadership (TFL), whilst at the same time evaluate its potential presence by comparing same-source and non-same-source data. The buoyant research interest in the constructs of emotional intelligence (EI) and transformational leadership (TFL) is a testament to the crucial role of emotional skills at work. EI is often described as an antecedent of TFL, and several empirical studies report a positive relationship between these variables. On closer inspection, however, there may be methodological factors, such as common method variance, that potentially undermine the validity of findings.  Findings suggest that, when using a strong methodological design, no relationship between EI and TFL is found. Thus, these findings renew the demand for scientific rigour in the design of studies to enhance their validity. The theoretical ramifications of this study are such that management scholars need to re-conceptualize the relationship between EI and TFL.

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