PYB100: Emotional Intelligence and Transformational Leadership

This essay presents a critical literature review on the positive correlation between emotional intelligence (EI) and transformational leadership. The introduction defines EI and its components, including self-awareness, self-management, social awareness, and relationship management, setting the thesis that a positive correlation exists. The body of the essay examines various studies that support this correlation, highlighting how EI enhances different aspects of transformational leadership such as idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. The review incorporates research findings from different contexts, including education and healthcare, showcasing the benefits of EI in fostering effective leadership and positive outcomes. The essay also explores the dimensions of EI, such as self-control, sociability, and emotional regulation, and their impact on leadership effectiveness. The conclusion reinforces the importance of EI for transformational leaders in creating inspiring visions, managing relationships, and achieving organizational goals. The essay emphasizes the need for leaders to understand and leverage their own emotions and those of others to drive success.

Running head: LITERATURE REVIEW
Emotional intelligence shows positive correlation with the transformational leadership style
Name of the Student
Name of the University
Author note

1LITERATURE REVIEW
Introduction
Also referred to as emotional leadership, emotional intelligence (EI) refers to the
capacity of individuals to identify their own feelings, as well as that of others, while
discerning between varied emotions, and labelling them in an appropriate manner. In other
words, EI is typically used for guiding personal behaviour and thinking, in addition to
managing and/or adjusting emotions for getting adapted to the environment (Collins &
Cooper, 2014). This directly facilitates the accomplishment of personal goals. The concept of
empathy has often been associated with EI in terms of development of a correlation between
people linking their experiences with that of others. According to the trait model, EI
comprises of self-perceived capabilities and behavioural dispositions and is often assessed
through self-report. The mixed model also emphasizes on the fact that EI comprises of an
array of characteristics and skills that are able to drive the performance of leadership
(MacCann, Joseph, Newman & Roberts, 2014). The thesis statement of this essay is that there
exists a positive correlation between EI and transformational leadership. The assignment will
be based on a comprehensive literature review that will establish a correlation between EI and
leadership.
Need for transformational leadership
Leaders are not only required to display core competencies, with the aim of
transforming their juniors, but must also develop sound EI. Hunitie (2016) tried to investigate
the association between transformational leadership and EI by randomly recruiting 250
teachers from Jordan. The researchers also formulated a research model, based on which
there were 4 hypothesised relationships. The researchers subjected the participants to
questionnaires, and measured EI in relation to four different dimensions namely, self-
awareness, social awareness, self-management and relationship management. On analysing
the responses, the researchers suggested that EI brought about a positive impact in several

2LITERATURE REVIEW
aspects of transformational leadership style namely, idealized influence (IDI), intellectual
stimulation (INS), inspirational motivation (INM), and individualized consideration (INC).
One significant strength of the study can be accredited to the fact that it postulated that
leaders and managers are not only required to manifest competencies that will allow them to
effectively transform their subordinates, but must also demonstrate a sense of EI and
necessary skills for effective operation. However, presence of small sample size reduced the
validity and generalizability of the results. In addition, restricting the study to schools in
Amman also decreased the representativeness of the results. Hence, the research results were
able to establish EI as a crucial prerequisite for success of transformational leadership. In
other words, EI creates an impact on several aspects of transformational leadership
effectiveness such as, development of collective objectives and formulation of strategies to
attain them, inculcating the significance of knowledge, producing enthusiasm, confidence,
optimism and excitement in an organisation, and adding flexibility to the decision-making
procedures.
The effects of transformational leadership are far-reaching and helps the leaders to
stimulate, care, motivate and inspire each other. While analysing the correlation between EI
and transformational leadership amid nurse managers, an exploratory study found the
presence of a significant positive correlation with outcome measures that focused on
effectiveness, extra-effort, and satisfaction. In addition, it was also postulated that nursing
administrators should seek presence of EI characteristics at the time of nursing manager
recruitment, which in turn would increase effectiveness of the operations (Spano-Szekely,
Griffin, Clavelle & Fitzpatrick, 2016).
Over recent years, the delivery of healthcare services has faced severe criticism in
several countries, owing to the lack of compassion and care, which leads to adverse health
outcomes. According to Nightingale, Spiby, Sheen and Slade (2018) EI among

3LITERATURE REVIEW
nurses demonstrated a significant association with both emotional and physical caring.
However, some of the essential factors that acted as an impediment in the pathway of EI were
poor job satisfaction, age, experience, and burnouts. Further benefits of transformational
leadership are also associated with the fact that the approach helps in changing the social
system and subordinates and also creates positive and valuable changes amid the followers.
Further emphasis on the role of EI in the work and relationships of nurses with patient has
been established by the fact that an improvement can be obtained in patient health outcomes
on the display of resilience and empathy by the leaders (Al-Motlaq, 2018).
Dimensions of emotional intelligence
Ugoani andAmu (2015) conducted a study with the aim of exploring the nature of
association between transformational leadership and EI with the use of Pearson correlation
method. The research was based in the fact that EI is made up of numerous components that
play an important role in performance improvement such as, motivation, self-regulation, self-
awareness, empathy and relationship management. In addition, they also proposed that EI
comprised of the capability to perceive, manipulate, respond, understand and accomplish
emotional information, without undergoing them. This made the researchers adopt a survey
design among 47 subordinates and managers, having an average employment experience of
15.5 years. On analysing the survey scores using correlation and descriptive analysis, it was
found that effective leaders want EI, which comprises of five chief characteristics of impulse
control, self-awareness, confidence, persistence, adaptability, self-motivation, social deftness,
empathy, trust worthiness, and collaboration. The research findings elaborated on the fact that
transformational leaders excite and inspire their followers by relying on personal attributes,
rather than official positions and also have the capability to changing their visions to reality.
In addition, emotional management was also correlated with a promotion of positive
confidence and effect in followers. In addition, the researchers were also able to provide

4LITERATURE REVIEW
evidence for the fact that EI is crucial for success of leaders, when compared to any other
asset like technical expertise or IQ. The major strength of the study can be accredited to the
fact that they helped in explaining the need of developing healthy relationships, in addition to
management of conflicts, for the accomplishment of intended goals. Adoption of the
correlational approach was another potential advantage since it helped in determine two
variables, and also assessed the statistical association between them. However, one potential
limitation was that this kind of research did not prove the cause-and-effect relationships
among the variables.
According to Fernández-Abascal and Martín-Díaz (2015) major EI dimensions that
are associated with a positive wellbeing comprise of self-control and sociability, attention,
and risk taking behaviour. Hence, presence of these characteristics helps leaders to deal with
their expression, mood regulation and perception, all of which are imperative for success. The
dimensions of EI are also associated with the approach to leadership that is typically
manifested by the deep rooted desire of leaders to serve for the subordinates. With an
increase in the demand for people-centred leadership, organizations gradually require leaders
who can bring about effective changes (Barbuto Jr, Gottfredson & Searle, 2014).
Findings from a research that aimed to determine the relationship between job
performance and EI of call centre agents suggested that two major EI dimensions namely, use
of emotion (UOE) and regulation appraisal emotion (RAE) created a strong impact on the job
performance, notwithstanding other variables such as, gender (Shamsuddin & Rahman,
2014). This could be accredited to the fact that individuals with the capability of evaluating
others’ feelings demonstrate an increased level of courage and faith that encourages them to
make accurate actions, thus increasing performance levels. Hence, all dimensions of EI are
imperative for the success of a transformational leader. Leaders who display EI are able to
foster safe work environments, which allows the followers to take calculated risks, while

5LITERATURE REVIEW
voicing their opinions (Schutte & Loi, 2014). In addition, EI leaders are also able to leverage
emotions and feelings for the larger benefit of the organisation and can forge ahead with
effective plans, without being apprehensive of their impacts.
At times it has been found that leaders and managers encounter several stressful
situations, and those demonstrating poor EI are prone to negative behaviour such as, blaming,
becoming aggressive and yelling. Not displaying EI also acts an impediment in the path of a
transformational leader from initiating multidisciplinary collaboration. In addition, lack of EI
also makes transformational leaders incapable of addressing circumstances that could be
fraught with sentiments, thus initiating conflicts (Wan, Downey & Stough, 2014).
EI has also been proven to be effective on different aspects of transformational
leadership, with a special emphasis on idealised influence, inspirational motivation,
individual consideration, and inspirational motivation. In other words, greater the EI of the
managers, greater is their capability to control their emotions (Allameh, Pool, Kazemi &
Mostafavi, 2015). This in turn facilitates the establishment of better relations with the
subordinates, and helps the managers to effectively control themselves and the juniors, by
engaging in healthy communication. Florescu and Nastase (2014) also supported the above
findings and stated that EI among managers creates a noteworthy positive impact on several
OCB dimensions that commonly encompass courtesy, altruism, civic virtue, and
conscientiousness, thereby enhancing performance.
Conclusion
The leadership style that is based on transformational attributes acts as a model of
fairness and integrity and works towards stirring emotions in subordinates, in order to
accomplish the high goals and expectations that have been set up. While adorning the role of
a transformational leader, it is imperative to create an inspiring future vision, and effectively

6LITERATURE REVIEW
managing the attainment of that vision, based on strong relationship with the juniors. In
recent years, EI has gained considerable attention and encompass the capability of an
individual to identify and control thoughts and emotions, while leveraging feelings
accurately, based on the demands of the situation. Hence, awareness of self-perceptions and
display of sensitivity towards the emotions of others is crucial for transformational leaders,
working at any hierarchical level of an organisation.

7LITERATURE REVIEW
References
Allameh, S. M., Pool, J. K., Kazemi, R. V., & Mostafavi, M. (2015). The impact of emotional
intelligence on transformational leadership and leader effectiveness. Latin American
Journal of Management for Sustainable Development, 2(1), 83-93.
https://doi.org/10.1504/LAJMSD.2015.067473
Al-Motlaq, M. (2018). Nurse Managers’ Emotional Intelligence and Effective Leadership: A
Review of Current Evidence. The Open Nursing Journal, 12(1).
http://dx.doi.org/10.2174/1874434601812010225
Barbuto Jr, J. E., Gottfredson, R. K., & Searle, T. P. (2014). An examination of emotional
intelligence as an antecedent of servant leadership. Journal of Leadership &
Organizational Studies, 21(3), 315-323.
https://doi.org/10.1177%2F1548051814531826
Collins, C. S., & Cooper, J. E. (2014). Emotional intelligence and the qualitative
researcher. International Journal of Qualitative Methods, 13(1), 88-103.
https://doi.org/10.1177%2F160940691401300134
Fernández-Abascal, E. G., & Martín-Díaz, M. D. (2015). Dimensions of emotional
intelligence related to physical and mental health and to health behaviors. Frontiers in
psychology, 6, 317. https://doi.org/10.3389/fpsyg.2015.00317
Florescu, M. S., & Nastase, M. (2014). The effects of transformational leadership and
emotional intelligence of managers on organizational citizenship behaviors of
employees. Revista de Management Comparat International, 15(4), 385. Retrieved
from http://rmci.ase.ro/no15vol4/01.pdf

8LITERATURE REVIEW
Hunitie, M. (2016). Emotional Intelligence and Transformational Leadership Style Empirical
Research on Public Schools in Jordan. International Business Research, 9(9), 168-
175.
MacCann, C., Joseph, D. L., Newman, D. A., & Roberts, R. D. (2014). Emotional
intelligence is a second-stratum factor of intelligence: Evidence from hierarchical and
bifactor models. Emotion, 14(2), 358. http://dx.doi.org/10.1037/a0034755
Nightingale, S., Spiby, H., Sheen, K., & Slade, P. (2018). The impact of emotional
intelligence in health care professionals on caring behaviour towards patients in
clinical and long-term care settings: Findings from an integrative
review. International journal of nursing studies, 80, 106-117.
https://doi.org/10.1016/j.ijnurstu.2018.01.006
Schutte, N. S., & Loi, N. M. (2014). Connections between emotional intelligence and
workplace flourishing. Personality and Individual Differences, 66, 134-139.
https://doi.org/10.1016/j.paid.2014.03.031
Shamsuddin, N., & Rahman, R. A. (2014). The relationship between emotional intelligence
and job performance of call centre agents. Procedia-Social and Behavioral
Sciences, 129, 75-81. https://doi.org/10.1016/j.sbspro.2014.03.650
Spano-Szekely, L., Griffin, M. T. Q., Clavelle, J., & Fitzpatrick, J. J. (2016). Emotional
intelligence and transformational leadership in nurse managers. Journal of Nursing
Administration, 46(2), 101-108. doi: 10.1097/NNA.0000000000000303
Ugoani, J., & Amu, C. (2015). Dimensions of emotional intelligence and transformational
leadership: A correlation analysis. INDEPENDENT JOURNAL OF MANAGEMENT
& PRODUCTION (IJM&P) v, 6.

9LITERATURE REVIEW
Wan, H. C., Downey, L. A., & Stough, C. (2014). Understanding non-work presenteeism:
Relationships between emotional intelligence, boredom, procrastination and job
stress. Personality and Individual Differences, 65, 86-90.
https://doi.org/10.1016/j.paid.2014.01.018