Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis

Harms, Peter D.; Credé, Marcus

doi:10.1177/1548051809350894

Cited by 352 publications

(337 citation statements)

References 61 publications

Supporting

Mentioning

311

Contrasting

Unclassified

Order By: Relevance

“…Since the self-rating of performance showed about the same relationship with PsyCap as did other ratings (from supervisors/managers), there may not be as big a problem with same source bias issues with regard to Psy-Cap compared to other constructs. For example, a recent meta-analysis of the relationship between emotional intelligence and leadership found a validity estimate of 0.59 when ratings were provided by the same source, but dramatically dropped to 0.12 when the ratings were derived from different sources (Harms & Crede, 2010). Obviously, in future PsyCap research, objective measures of performance would be most valid, but at least in combination with other sources, self-ratings may make a contribution.…”

Section: Discussionmentioning

confidence: 99%

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

Avey

Reichard

Luthans

et al. 2011

Human Resource Dev Quarterly

1,258

1,215

View full text Add to dashboard Cite

The positive core construct of psychological capital (or simply PsyCap), consisting of the psychological resources of hope, efficacy, resilience, and optimism, has recently been demonstrated to be open to human resource development (HRD) and performance management. The research stream on PsyCap has now grown to the point that a quantitative summary analysis of its impact on employee attitudes, behaviors, and especially performance is needed. The present meta‐analysis included 51 independent samples (representing a total of N = 12,567 employees) that met the inclusion criteria. The results indicated the expected significant positive relationships between PsyCap and desirable employee attitudes (job satisfaction, organizational commitment, psychological well‐being), desirable employee behaviors (citizenship), and multiple measures of performance (self, supervisor evaluations, and objective). There was also a significant negative relationship between PsyCap and undesirable employee attitudes (cynicism, turnover intentions, job stress, and anxiety) and undesirable employee behaviors (deviance). A sub‐analysis found no major differences between the types of performance measures used (i.e., between self, subjective, and objective). Finally, the analysis of moderators revealed the relationship between PsyCap and employee outcomes were strongest in studies conducted in the United States and in the service sector. These results provide a strong evidence‐based recommendation for the use of PsyCap in HRD and performance programs. Theoretical contributions, future research directions, and practical guidelines for HRD conclude the article. Gallup Polls in recent years suggest that Americans are pessimistic about incremental

show abstract

Section: Discussionmentioning

confidence: 99%

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

Avey

Reichard

Luthans

et al. 2011

Human Resource Dev Quarterly

1,258

1,215

View full text Add to dashboard Cite

show abstract

“…This might explain the consistent findings among researchers indicating positive correlation between EI and contingent reward. Research has found that contingent reward has a positive relationship with EI at comparable levels to that of TL [27], and that it has a significant positive correlation with the ability to monitor one's emotions and those of others [40]. This construct has also been found to correlate significantly with total TL and several of its components, including idealized influence, inspirational motivation and individual consideration.…”

Section: Relationship Between Emotional Intelligence and Transactionamentioning

confidence: 99%

“…Popularity of TL style as well as its specific elements that are relevant to EI has also led to a keen interest in this form of leadership [27]. Regarding EIleadership styles relationship, the findings of the previous studies are not conclusive and this justifies the need for further research.…”

Section: Theoretical and Empirical Reviewmentioning

confidence: 99%

“…Active MBE has been found to have no significant relationship with EI, while passive MBE and laissez-faire leadership are known to be negatively related to EI [27]; [22]. According to these studies, leaders who consider themselves as passive are likely to be unable to identify their own feelings and emotions, to understand the emotions of others, to manage emotions and to effectively control them [22].…”

Section: Relationship Between Emotional Intelligence and Transactionamentioning

confidence: 99%

See 1 more Smart Citation

Relationship between Emotional Intelligence and Leadership Styles: A Case Study of Leaders in Selected Banking Institutions in Kenya

2017

International Journal of Research in Humanities and Social Stud

View full text Add to dashboard Cite

This study sought to determine the relationship between Emotional Intelligence (EI) and leadership styles of managers among selected banking institutions in Kenya. It proposed that EI, which is the ability to perceive, understand and manage emotions predicts transformational leadership (TL) style. The leaders' EI scores were obtained by administering the Emotional and Social Competency Inventory (ESCI), and to measure perceived leadership styles, the raters completed the Multifactor Leadership Questionnaire (MLQ-5x). A sample of 60 leaders and 240 raters was drawn from six banks. Spearman's Correlation was carried out on the data and the results indicated a positive relationship between EI scores of leaders and TL style. Further analysis indicated a positive relationship between EI and contingent reward and active MBE components of transactional leadership. On the contrary negative relationships were revealed between EI and passive MBE as well as laissez-faire leadership style, thus it was concluded that EI predicts leadership styles.

show abstract

“…Yet, even in regard to the psychological features of leadership, we have witnessed a fascinating and desperately needed evolution over the past several decades. With the growing speed of electronic communications, employees became more aware and informed, and therefore increasingly vocal and resolute about the qualities they desire from their leaders (Boyatzis, 1982; Goleman, 1997Goleman, , 2003Harms & Crede, 2010). Hard skills, such as intelligence, analytical/technical prowess, determination, rigor, and vision -the defining leadership traits of the twentieth century -were maneuvered to the backseat in order to make way for softer skills, which Goleman (2000) identifies as self-awareness, self-regulation, motivation, and empathy.…”

mentioning

confidence: 99%

Untitled

2017

JVBL

View full text Add to dashboard Cite

Volume X | Issue I | Winter/Spring 2017 SUSTAINABILITY CERTIFICATEAs we turn our focus to becoming a socially responsible university, the Valpo MBA program is now offering a Certificate in Sustainability. After completing a bachelor's degree, or while enrolled in a Valpo master's program, a student may choose to take four additional courses -eight (8) additional credits -and receive the graduate Certificate in Sustainability. The four additional courses include:• MBA 702 Managing Sustainability -2 credits • MBA 703 Forces Affecting Sustainability -2 credits • MBA 704 Case Studies in Sustainability -2 credits • MBA 705 Fieldwork in Sustainability -2 credits WHAT IS SUSTAINABILITY?Sustainability is a vital answer to existence on this planet, but also to the existence of our economy. As we look for better answers to energy issues, the end of landfills, and clean air and water for future generations, we need the business model of efficiency and return on investment to be sure we are taking the best paths to improve the future. MBA VALPARAISO UNIVERSITY MBA JVBL Mission StatementThe mission of the JVBL is to promote ethical and moral leadership and behavior by serving as a forum for ideas and the sharing of "best practices." It serves as a resource for business and institutional leaders, educators, and students concerned about valuesbased leadership. The JVBL defines values-based leadership to include topics involving ethics in leadership, moral considerations in business decision-making, stewardship of our natural environment, and spirituality as a source of motivation. The JVBL strives to publish articles that are intellectually rigorous yet of practical use to leaders, teachers, and entrepreneurs. In this way, the JVBL serves as a high quality, international journal focused on converging the practical, theoretical, and applicable ideas and experiences of scholars and practitioners. The JVBL provides leaders with a tool of ongoing self-critique and development, teachers with a resource of pedagogical support in instructing valuesbased leadership to their students, and entrepreneurs with examples of conscientious decision-making to be emulated within their own business environs. Submission Guidelines for the JVBLThe JVBL invites you to submit manuscripts for review and possible publication. The JVBL is dedicated to supporting people who seek to create more ethically-and sociallyresponsive organizations through leadership and education. The Journal publishes articles that provide knowledge that is intellectually well-developed and useful in practice. The JVBL is a peer-reviewed journal available in both electronic and print fora (fully digital with print-on-demand options). The readership includes business leaders, government representatives, academics, and students interested in the study and analysis of critical issues affecting the practice of values-based leadership. The JVBL is dedicated to publishing articles related to:1. Leading with integrity, credibility, and morality; 2. Creating ethical, values-based org...

show abstract

Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis

Cited by 352 publications

References 61 publications

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

Relationship between Emotional Intelligence and Leadership Styles: A Case Study of Leaders in Selected Banking Institutions in Kenya

Untitled

Contact Info

Product

Resources

About