The relationship of transformational leadership with group cohesiveness and emotional intelligence

Abstract

Previous work on transformational leadership has focused predominantly on individual level analysis, while less attention has been paid to investigating why leaders engage in transformational leadership. In this study, group level outcomes pertaining to cohesiveness as well as the antecedent factor of emotional intelligence as it relates to transformational leadership are investigated. Data were collected from 51 department managers and 252 employees in 23 small-medium textile business firms in Taiwan. Results indicate that both emotional intelligence and group cohesiveness are positively associated with transformational leadership. In addition, transformational leadership mediates the relationship between leaders' emotional intelligence and group cohesiveness. Implications of the findings in terms of theory and practice are discussed.

Correlation between Emotional Intelligence and Transformational Leadership Behaviour

“…By stimulating intellectually the leader aims to extend their followers" efforts in terms of innovation and creativity (Wang & Huang, 2009). Hence, suggesting alternative problem solutions the transformational leader turns the negative feelings, for instance frustration and helplessness, to more positive and constructive feelings, such as challenge.…”

A Meta-Analytic Review of Quantitative Studies on Emotional Intelligence and Leadership

“…Only a few studies reviewed in the present studies incorporate multi-rater assessments, such as LDQ, ECI and WLEIS, to provide a more accurate and complete evaluation of an individual's EI competences (Hawkins and Dulewicz, 2007;Wang and Huang, 2009;Barbuto and Wheeler, 2006). The vast dominance of self-reported measures developed for use in exploring the links between leadership and EI may be seen as problematic since socially desirable self and self-knowledge may cause faking goods, which in turn would bring distortion.…”

Influence of Emotional Intelligence and Work-Family Conflict on Organizational Citizenship Behaviour of Secondary School Business Subjects’ Teachers in Ogun State

“…The result corroborated the findings of Zhou and George (2003) that emotional intelligence can enhance leadership within team settings. Wang and Huang (2009) found that emotional intelligence and group cohesiveness were positively associated with transformational leadership. The study conducted by George (2000) also showed how the aspects of emotional intelligence -appraisal and expression of emotions, use of emotion to enhance cognitive processing and decision making, knowledge about emotions and management of emotions -contribute to effective employees .…”