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Transformational Leadership : Emotional Intelligence

Mathew, Molly; Gupta, K S. SCMS Journal of Indian Management; Kochi Vol. 12, Iss. 2, (Apr-Jun 2015): 75-89.

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Abstract

In this paper efforts are made to develop a conceptual framework of the relationship between Transformational Leadership (TL) and Emotional Intelligence (EI). It is important to know more about this relationship, because a growing body of research indicates that transformational leaders are smart with their feelings and they drive the emotions of those they lead in the right direction. Transformational leadership style is relationship centered and transformational leaders influence the team to do more than expected. People will follow a leader who inspires them. This research paper develops the relationship framework after an intensive literature search on TL and EI. This framework is used in developing a measuring instrument and the relationship between TL and EI is empirically examined among 300 leaders from different industries.

Headnote Abstract

In this paper efforts are made to develop a conceptual framework ofthe relationship between Transformational Leadership(TL) and Emotional Intelligence(EI). It is important to know more about this relationship, because a growing body of research indicates that transformational leaders are smart with their feelings and they drive the emotions of those they lead in the right direction. Transformational leadership style is relationship centered and transformational leaders influence the team to do more than expected. People will follow a leader who inspires them. This research paper develops the relationship framework after an intensive literature search on TL and EI. This framework is used in developing a measuring instrument and the relationship betweenTL and EI is empirically examined among 300 leaders from different industries.

Key Words : Emotional Intelligence, Emotions, Transformational Leadership, Leadership.

Organizations are made of people, processes and property. Current trend shows that company’s people are the differentiator. Today, businesses can find meaningful advantage by focussing on the relationships with people whether it be customers, employees or leaders.

It is generally accepted that leaders with strong analytical skills perform better than leaders without these skills. But sometimes very intelligent leaders fail. Often these failures are due to problems that arise while relating to team members or bosses or clients. In today’s business environment intellect alone won’t make great leaders.In a study, Joseph (1998) found that while IQ scores had no predictive value (correlation of .07 with performance), EQ scores predicted 27% of job performance.

Leaders are being judged by their ability to handle themselves and the team. A leader with vision and passion can achieve great things by injecting enthusiasm and energy. Today leaders are expected to guide, motivate, inspire, listen, persuade, and create significance. Hence dealing with emotions is a crucial part of a leaders’ success.

Great leadership requires excellence in many areas- strategy, execution, discipline, innovation, and analysis. However being smart with feelings has received the least attention and could be one of biggest drivers to managing many relationship challenges that leaders face at work. In reality effective leaders work through emotions (Goleman et ah, 2002).

The role of emotional intelligence in forecasting effective leaders is an area of research that is gaining energy and popularity in Industrial/Organizational psychology (Goleman, 1995,1998a,b, 2000; Sosikand Megerian, 1999; Miller, 1999; George, 2000; Barling etal, 2000; Watkin, 2000; Dulewicz, 2000; Palmer et al., 2001 ).

Transformational Leadership

Leadership is undergoing a fundamental transformation today. The transformationfrom a leader as a boss and critic to leader as a partner and coach. This transformed role requires certain skills because leadership is what you do with people, not to them.

Evidence from an array of studies has supported the positive effect of Transformational Leadership (TL) on productivity, job satisfaction, stress, and commitment (Bass, 1985; Howell and Avolio, 1993; Bass and Avolio, 1994; Avolio and Yammarino, 2002; Dionne, Yammarino, Atwater and Spangler, 2004). Therefore, it can be assumed that the skills of transformational leadership would encourage performance and innovation in this rapidly changing marketplace.

The four characteristics of TL as identified by previous researchers (Bass, 1985,1990; Bennis and Nanus, 1985; Bass and Avolio, 1989; Podsakoff et al., 1996) are as follows :

a. Idealized influence where the leader is seen as a role model,

b. Inspiration motivation where the leader inspires motivation and team spirit,

c. Intellectual stimulation where the leader stimulates creativity and innovation, and

d. Individualized consideration where the leader mentors and supports each follower.

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By giving meaning and purpose to the work they do, transformational leaders inspire and motivate followers to go beyond expectations (Shamir, 1991).

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A ccording to research, oral and written communication skills are among the most important skills for nonprofit leaders to have (Hoefer, 2003). This chapter provides information about understanding what you want to communicate and communi-

cate well, primarily in one-on-one and collegial situations. Communication is such a vital skill for nonprofit leaders that we also have Chapter 13, “Persuasion,” and Chapter 14, “Advocacy,” which also deal with communication. Those chapters are geared toward com- munication with the purpose of moving others to agree with you and to take certain actions. The skills in this chapter are important for being able to be persuasive as well, so these interpersonal skills really form the foundation for communication of all types.

Before moving forward, it is important to remember that the techniques of “communica- tion” are rarely important for their own sake. Communication, at its core, is sending and receiving messages—messages of praise, correction, affirmation, hope, affection, or belong- ing, for example. Leaders must know the techniques of effective communication to make connections with others within and outside their organization, and to provide a means of accomplishing organizational goals through the work of those others. The most well-written and delivered speech, for example, even if it is a wonderful application of “communication theory,” will fall flat if personal connection is not made.

In this chapter, we have three underlying topics. First, we examine the need for manag- ers to use active listening techniques; second, we examine management of emotions; finally, we look at storytelling as a method of making your message resonate. All of these techniques, when used to communicate with others, are important in developing your leadership capacity.

ACTIVE LISTENING

Arguably the most important skill for effective personal communication (as a manager or otherwise) is to be able to use active listening. Based on the work of Carl Rogers, this process is seen as part of a manager’s job, but the listener must have true empathy for and trust in the speaker’s ability to self-direct, or else it is impossible to truly listen actively. Rogers and Farson (1987) indicate that active listening is “the art of listening for meaning” (p. 1) and that this requires careful listening, but even this alone is not sufficient.

SOLUTION

Active listening and emotional intelligence are two important tools that a leader of a multi-organizational team can use to effectively communicate and collaborate in a project. Active listening involves paying attention to what others are saying, asking clarifying questions, and providing feedback. This skill helps build trust and ensures that everyone’s perspectives and ideas are heard and considered.

Emotional intelligence, on the other hand, involves the ability to understand and manage one’s own emotions, as well as the emotions of others. A leader with high emotional intelligence can effectively identify and regulate their emotions, as well as empathize with others and respond to their emotional cues. This helps to create a positive, collaborative, and productive work environment.

By combining these two skills, a leader can enhance their ability to communicate and collaborate in a project. Active listening allows the leader to understand the perspectives and needs of each team member, while emotional intelligence helps them respond to those needs in a way that is respectful, empathetic, and supportive. This leads to a greater sense of trust and collaboration among team members, which can enhance the team’s overall effectiveness and ability to achieve results.