Importance of Emotional Intelligence in Effective Leadership and Employee Performance

Running head: EMOTIONAL INTELLIGENCE
Emotional intelligence:
Important trait in effective workers and leaders
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1EMOTIONAL INTELLIGENCE
Dabke, D., 2016. Impact of leader’s emotional intelligence and transformational behavior
on perceived leadership effectiveness: A multiple source view. Business Perspectives and
Research, 4(1), pp.27-40.
In this article, Dabke (2016) has mentioned about the importance of emotional
intelligence (EI) in the effectiveness of leadership. This article was based on the research carried
out to focus on the relationship between EI based on performance and transformational
leadership. The research purposed served the job role of the participants with efficient leadership
by the superiors and the perception of the sub-ordinates. The research sample consisted of 200
managers who went through the Mayer, Salovey and Caruso EI test and Multifactor Leadership
Questionnaire 5X scale. Supervisory leadership survey was used for the purpose of this research
on the subordinates for measuring the viewpoint of effective leadership. The multiple regression
analysis outcomes have led to the advent of transformational leadership behavior as an
affirmative indicator of the subordinate’s leadership efficiency. On the other hand, supervisor’s
perception of effective leadership explained transformational leadership on a range of 48%. It
was found out at the end of this research that in terms of both perception of subordinates and the
leaders, EI of the leaders could not get success in rising as an indicator of the observed
effectiveness.
Ramchunder, Y. and Martins, N., 2014. The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial
Psychology, 40(1), pp.01-11.
Ramchunder and Martins (2014) has explained in their work that the police service is
complicated in its organizational structure and because of that; they face challenges in effective

2EMOTIONAL INTELLIGENCE
leadership. The complex leadership nature in the police services is due to the failure in
developing the officers as effective leaders. The aim of this research was to find out about the
relationship among the three factors of emotional intelligence, self- efficiency and leadership
effectiveness. The research sample was composed of 107 police officers. Assessing Emotions
Scale, the self- efficacy scale, and the multi- factor leadership questionnaire was used as
instruments for assessment. EI and self- efficiency were used as the key factors in choosing
leaders for the police organizations and developing their skills for effective leadership. A
quantitative design was used for attaining the research objectives by using questionnaire for
gathering information from the selected sample. The findings of this research were used as a
guide for further selection of leaders in the police organization, which has paved the way for
further research and development.
Vidyarthi, P.R., Anand, S. and Liden, R.C., 2014. Do emotionally perceptive leaders
motivate higher employee performance? The moderating role of task interdependence and
power distance. The Leadership Quarterly, 25(2), pp.232-244.
According to Vidyarthi, Anand and Liden (2014) a wide extent of EI has scrutinized the
relationship between the employee performance and intelligence. A theory was developed to
make the research wider in the area of leader and employee relationship. Emotional intelligence
research and social change theory was combined to boost up employee performance based on the
leader’s emotional perception. Based on the social impact theory, it was countered in this article
that the power of the relationship was dependent on two research variables- intra- group task
dependence and power distance. The research hypothesis was assessed based on a sample of 350
employees among 74 workgroups. It was further supported by hierarchical linear modeling,
which resulted in assuming the relationship between the leaders’ emotional viewpoint and the