Impact of Strategic Emotional Intelligence to Transformational Leadership of Managers: A Case Study
Emotional Intelligence (EI) has been identified as an
important factor for corporate success. However, there are few
empirical findings on the impact of Strategic EI per se. The ooverall
objective of the study was to empirically examine the relationship
between the Strategic EI and Transformational Leadership style of
managers. Sixty four managers were selected from the banking
industry in Czech Republic. Genos EI Inventory, and the Multifactor
Leadership Questionnaire – Form 5X-Short were employed as the
major research instruments of the study. Descriptive and inferential
analyses of survey data were conducted using SPSS software.
Variations were observed among the components of Strategic EI
between males, and females. Study concludes positive a relationship
between Strategic EI of Czech managers and their transformational
leadership style. Improving awareness and usage of EI, will
contribute to facilitate career success through enhanced levels of
transformational leadership of managers.
[1] Mayer, J. D. &Salovey, P. (1997). ‘What is emotional intelligence?’. In
Salovey, P. Shuyter, D. (Eds.). Emotional development and emotional
intelligence: Educational Implications, 3-31, NY: Basic Books.
[2] Bar-On R. (1997). BarOn Emotional Quotient Inventory: Technical
manual. Toronto, Canada: Multi-Health Systems
[3] Bar-On R. (2004). The Bar-On Emotional Quotient Inventory (EQ-i):
Rationale, description and summary of psychometric properties. In
Geher, G. (Ed.). Measuring emotional intelligence: Common ground and
controversy, 115-45. NY: Nova Science Publishers
[4] Goleman, D. (2001). ‘Emotional intelligence: Issues in paradigm
building’, In Cherniss, C. and Goleman, D. (Eds.), The emotionally
intelligent workplace, 182-206, San Francisco: Jossey-Bass
[5] Chamorro-Premuzic, T. Arteche, A. Bremner, A. J. Greven, C. and
Furnham, A., 2010, ‘Soft Skills in Higher Education: Importance and
Improvement Ratings as a Function of Individual Differences and
Academic Performance’, Educational Psychology, 30 (2),211-241
[6] Jayawardena, L.N.A.C &Gregar, A, (2013). Enhancing the
Employability of High School Graduates: Impact of Emotional
Intelligence, Wseas Transactions on Business and Economics, 10(2), 89-
96
[7] Matthews G, Roberts, R.D., &Zeidner M. (2004). Seven myths about
emotional intelligence. Psychological Inquiry 15: 179-96
[8] Bass, B. M. &Avolio, B. (1995). MLQ Multifactor Leadership
Questionnaire, (Form 5X- Short). Technical Report, 1-6, Redwood City
CA.: Mind Garden.
[9] Kirkpatrick, S. S. & Locke, E. A. (1996). Direct and indirect effects of
three core charismatic leadership components on performance and
attitudes. Journal of Applied Psychology, 81, 36-51.
[10] Shamir, B., House, R. J., & Arthur, M. B. (1993). The Motivational
Effects of Charismatic Leadership: A Self-Concept based Theory.
Organization Science, 4, 577 - 594.
[11] Schyns, B. (2001). Self-Monitoring and Occupational Self-Efficacy of
Employees and their relation to perceived Transformational Leadership.
Current Research in Social Psychology, 7, 30-42
[12] Brown, F. W., &Moshavi, D. (2005). Transformational leadership and
emotional intelligence: A potential pathway for an increased
understanding of interpersonal influence. Journal of Organizational
Behavior, 26, 867-871.
[13] Jayawardena, L.N.A.C. (2012). Leadership Styles of Undergraduates:
The impact of Emotional Intelligence, Proceedings of the 8th European
Conference on Management Leadership and Governance, 505-513,
Pafos, Cyprus.
[14] Nye, C. (2008). The powers to lead. New York: Oxford University
Press.
[15] Gignac, G. E. (2010). Genos Emotional Intelligence Inventory;
Technical Manual, 2nd Edition, Sydney, Waterloo, NSW
[16] Palmer, B.R., Stough, C., Harmer, R., &Gignac, G. (2009). The Genos
Emotional Intelligence Inventory: A Measure Designed Specifically for
Workplace Applications. In Stough, C., Saklofske, D. H., & Parker,
J.D.A. (Eds.), Assessing Emotional Intelligence, 103-116, NY: Springer
[1] Mayer, J. D. &Salovey, P. (1997). ‘What is emotional intelligence?’. In
Salovey, P. Shuyter, D. (Eds.). Emotional development and emotional
intelligence: Educational Implications, 3-31, NY: Basic Books.
[2] Bar-On R. (1997). BarOn Emotional Quotient Inventory: Technical
manual. Toronto, Canada: Multi-Health Systems
[3] Bar-On R. (2004). The Bar-On Emotional Quotient Inventory (EQ-i):
Rationale, description and summary of psychometric properties. In
Geher, G. (Ed.). Measuring emotional intelligence: Common ground and
controversy, 115-45. NY: Nova Science Publishers
[4] Goleman, D. (2001). ‘Emotional intelligence: Issues in paradigm
building’, In Cherniss, C. and Goleman, D. (Eds.), The emotionally
intelligent workplace, 182-206, San Francisco: Jossey-Bass
[5] Chamorro-Premuzic, T. Arteche, A. Bremner, A. J. Greven, C. and
Furnham, A., 2010, ‘Soft Skills in Higher Education: Importance and
Improvement Ratings as a Function of Individual Differences and
Academic Performance’, Educational Psychology, 30 (2),211-241
[6] Jayawardena, L.N.A.C &Gregar, A, (2013). Enhancing the
Employability of High School Graduates: Impact of Emotional
Intelligence, Wseas Transactions on Business and Economics, 10(2), 89-
96
[7] Matthews G, Roberts, R.D., &Zeidner M. (2004). Seven myths about
emotional intelligence. Psychological Inquiry 15: 179-96
[8] Bass, B. M. &Avolio, B. (1995). MLQ Multifactor Leadership
Questionnaire, (Form 5X- Short). Technical Report, 1-6, Redwood City
CA.: Mind Garden.
[9] Kirkpatrick, S. S. & Locke, E. A. (1996). Direct and indirect effects of
three core charismatic leadership components on performance and
attitudes. Journal of Applied Psychology, 81, 36-51.
[10] Shamir, B., House, R. J., & Arthur, M. B. (1993). The Motivational
Effects of Charismatic Leadership: A Self-Concept based Theory.
Organization Science, 4, 577 - 594.
[11] Schyns, B. (2001). Self-Monitoring and Occupational Self-Efficacy of
Employees and their relation to perceived Transformational Leadership.
Current Research in Social Psychology, 7, 30-42
[12] Brown, F. W., &Moshavi, D. (2005). Transformational leadership and
emotional intelligence: A potential pathway for an increased
understanding of interpersonal influence. Journal of Organizational
Behavior, 26, 867-871.
[13] Jayawardena, L.N.A.C. (2012). Leadership Styles of Undergraduates:
The impact of Emotional Intelligence, Proceedings of the 8th European
Conference on Management Leadership and Governance, 505-513,
Pafos, Cyprus.
[14] Nye, C. (2008). The powers to lead. New York: Oxford University
Press.
[15] Gignac, G. E. (2010). Genos Emotional Intelligence Inventory;
Technical Manual, 2nd Edition, Sydney, Waterloo, NSW
[16] Palmer, B.R., Stough, C., Harmer, R., &Gignac, G. (2009). The Genos
Emotional Intelligence Inventory: A Measure Designed Specifically for
Workplace Applications. In Stough, C., Saklofske, D. H., & Parker,
J.D.A. (Eds.), Assessing Emotional Intelligence, 103-116, NY: Springer
@article{"International Journal of Business, Human and Social Sciences:67952", author = "L. N. A. C. Jayawardena and Ales Gregar", title = "Impact of Strategic Emotional Intelligence to Transformational Leadership of Managers: A Case Study", abstract = "Emotional Intelligence (EI) has been identified as an
important factor for corporate success. However, there are few
empirical findings on the impact of Strategic EI per se. The ooverall
objective of the study was to empirically examine the relationship
between the Strategic EI and Transformational Leadership style of
managers. Sixty four managers were selected from the banking
industry in Czech Republic. Genos EI Inventory, and the Multifactor
Leadership Questionnaire – Form 5X-Short were employed as the
major research instruments of the study. Descriptive and inferential
analyses of survey data were conducted using SPSS software.
Variations were observed among the components of Strategic EI
between males, and females. Study concludes positive a relationship
between Strategic EI of Czech managers and their transformational
leadership style. Improving awareness and usage of EI, will
contribute to facilitate career success through enhanced levels of
transformational leadership of managers.
", keywords = "Strategic Emotional Intelligence, Transformational
leadership, Socio-demographic factors.", volume = "8", number = "9", pages = "2975-5", }
