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Transformational leadership and emotional intelligence: an exploratory study

Julian Barling (School of Business, Queen’s University, Kingston, Ontario, Canada)
Frank Slater (School of Business, Queen’s University, Kingston, Ontario, Canada)
E. Kevin Kelloway (St Mary’s University, Halifax, Nova Scotia, Canada)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 May 2000

Abstract

Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.

Keywords

Citation

Barling, J., Slater, F. and Kevin Kelloway, E. (2000), "Transformational leadership and emotional intelligence: an exploratory study", Leadership & Organization Development Journal, Vol. 21 No. 3, pp. 157-161. https://doi.org/10.1108/01437730010325040

Publisher

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MCB UP Ltd

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