Relationship Between Emotional Intelligence And Transformational Leadership

Discussion

Discuss about the Relationship Between Emotional Intelligence And Transformational.

This paper analyses some of the article about the researches that have been conducted on the leadership of the business. The article shows the difference in the transactional and transformational style of leadership. This report analyses the effectiveness of the style of leadership and the suitability of the style. The transformational style and the transactional style of leadership are the two main types of leadership style that is used in the organization. Most of the leaders prefer the transformational style of leadership and it is very effective in managing the organization. The paper will also show the difference between the male and female leadership and their effectiveness in the organization. The paper will also show why the female leaders are more effective than the male candidates are. The later part of the report will explain the gap in the literature. The part, which has not been researched properly or have not been given importance. This part will give much more clarity and will help to remove the issue in the leadership process.

1. This assignment will discuss about the different leadership style and its impact in the organization. A research problem that can be identified is the difference between the leadership styles. The transformational and transactional leadership style differs from one another. Another problem that can be identified is the leadership style of the male and female leaders. Female leaders tend to have a higher emotional intelligence than the male leaders. However, the female leaders are not given much priority and are often underrepresented for the role of leadership. This has made the female leadership very ineffective. The following articles will explain about the researches that have been carried out in the past regarding this issues.

In this article, the author has explained about the different roles of the leadership style in creating a good corporate social responsibility in the organization. A large-scale survey have been carried out and the managers revealed that firms that have transformational leadership tends to engage more with the CSR practices, where as the transactional leadership style does not believe in the CSR practices. Stakeholders’ marketing reinforces the positive relation between the institutional CSR practices and the transformational leadership. This article also highlighted the roles that the transactional and transformational style of leadership play for a firm’s CSR practices.

Keskes (2014) explained the leadership styles and its impact on the employee commitment in the organization. Both the style differs by how the leader motivates the employees. After doing a vast research, the author concluded that the transformational leadership style has a greater impact on the employee commitment. The transformational leadership style provides better job satisfaction, job performance, increases the creativity, and improves the organizational behaviour between the employees.

Leadership is considered as one of the important aspect of the project-based organizing and there are many reasons to support this statement. The aim of the article is to report the findings of a study comparing the transformational leadership and employee motivation, stress and commitment for the employees who are reporting to line managers or project managers. The findings show that the relationship between the transformational style of leadership and outcomes seems to be less strong for the employees who are reporting to the project managers.

Conclusion

The paper highlights two import ant ethical theories and the way is which the values are associated with the transactional, transformational and directive leadership styles. Transformational leadership style is closely connected to deontology the transactional leadership style is closely related to the teleological ethics and the directive leadership is connected with the ethical egoism.

This article explains that the individual willingness to stay in the organization helps in better workforce stability and increases the effectiveness of the organization. Different leadership style encourages the employees to self-regulate in a particular way. A survey showed transformational style of leadership has decreased the high turnover intentions for a follower who is highly promotion-focused where as the transactional style of leadership decreased the turnover intentions for a follower who is highly prevention-focused.

In this article, House and Mitchell discuss the path-goal theory of leadership. The theory explains that a leader’s behaviour is vital for the good performance. It has a huge impact on the perception of the subordinates. The path-goal theory means that the leader needs to clear the path for their employee so that they can achieve the goals of the organization.

A meta-analysis consist of 45 studies regarding the laissez-faire, transactional and transformational style found that the female leaders have the transformational style than the male leaders and are also engaged in more number of contingent reward attitude which is also a component of the transactional leadership. Although the differences are between the female and the male, leaders were small.

Mandell and Pherwani (2003) explained the predictive relation between the transformational leadership style and emotional intelligence. The researcher also explains the gender differences in the emotional intelligence scores and the managers with the transformational leadership style. Female leaders are generally tends to have a high emotional intelligence compared to the male leaders. Therefore, the female leader has a greater advantage of managing the organization.

This paper researches about the relation between the female leadership, firm performance and corporate governance in a global panel of 329 micro-finance institution. The micro-finance is best for understanding the impact of the female leaders on governance and assessing their performance. It has been found that the female leaders are associated with younger firms, larger boards and female clientele. This has also been found that the female chairman and female CEO’s are in a positive relationship with the MFI performance however, the result is not influences by improved governance.

Although the female education system has improved compared to the past and the political participation of the female candidates have also improved in the last decade, but the female leaders are still being underrepresented in the leadership position in business and politics. Policy-makers in many countries have opted for gender quotas in politics and business that have attracted many female candidates for the role of leadership in business and politics. This article reviews the significant evidence on the efficient and equity impacts on the gender for corporate membership and political membership. Rather than making a backlash against the female candidates, quotas have reduced the gender-discrimination.

A good leadership is an important aspect of an organization. Research on the topic has been intense but the finding have proved to be disappointing. Smith and Peterson stated that the weakness of many of the research is the assumption that the leaders influence on others is just a one-way process. According to the author, the key for success of the organization is analyzing the culture of the organization. Knowing the culture of the organization as well as the culture of the employee will help the leaders to manage the organization effectively.

Authors and journalists of the famous trade books has asserted the advantage of the female leaders. This article explains that the female leaders are more effective if they are given sufficient opportunity to lead the organization. This article explains that the women leaders are more focused on achieving the goals of the organization and have better ability to manage the organization effectively due to their high emotional intelligence and patient.

1. All the researches that have been conducted are on the difference between the male and the female candidates in the role of leadership. All the authors have shown that why the female leaders are more effective in managing the organization. They have discussed that the female leaders have much more emotional intelligence than the male leaders. The researchers have also explained how the female candidates are more of the transformational style of leaders than the male candidates are. However, no researchers have researched about how the female candidates in the organization can be made more effective and how can the organization introduce more of the female candidates by removing the gender discrimination. The researchers have also not explained how the female leadership can be given more importance.

Most of the articles discussed about the transformational and transactional style of leadership and how the transformational style is more effective in the organization but the researchers have not explained how the transactional style of leadership can be made effective.

Conclusion:

The paper is based on the researches that have been carried out by different researches. The paper will help to identify the gap in the research that has not been researched. The articles explained about the different types of leadership style. Leadership styles are mainly of two types, transformational and transactional. The transformational leadership style are more preferable and given positive results whereas the transactional leadership have not been effective. The transformational leadership style believe in the CSR practice whereas the transactional leadership style does not believe in the CSR practices. Corporate social responsibility is an important approach that helps in increasing the productivity of the employees as well as helps in improving the relationship between the employee and the organization. The article also shows how the female leaders are more of the transformational style of leaders. The articles also explained about the differences in the male and the female candidates in the organization. The female candidates are often underrepresented but they have the ability to manage the employees better as they tend to have better emotional intelligence than the male leaders. All the researches that have been conducted until date is upon the differences of the male and female candidates, none of the researches have shown how the female leaders can be increased and how they can be given much more importance in the organization.

Leadership is one of the most important aspects of the organization. Leadership style may vary from individual to individual. The most common and widely used leadership style is the transformational leadership style and the transactional leadership style. The transformational leadership is the most effective one and is used by most of the leaders. The transformational leadership style provides better job satisfaction, job performance, increases the creativity, and improves the organizational behaviour between the employees. The transformational leadership style can be mostly found in the female candidates. The transformational leadership style increases the willingness of the employee and this helps in retention of the employees in the organization. A survey showed transformational style of leadership has decreased the high turnover intentions for a follower who is highly promotion-focused where as the transactional style of leadership decreased the turnover intentions for a follower who is highly prevention-focused. The differences in the male and the female candidates are very small but there are factors that made the female leaders much more effective in managing the organization. Female leaders have a high level of focus and emotional intelligence. The high level of emotional intelligence helps in understanding the social environment of the organization. Understanding the social environment is the key to success of any organization as discussed in the article.

However, the gender discrimination has decreased to a certain extent and the education facility has improved for the female candidates, but the discrimination remained in some places. The female participation in the leadership role of the business organization is less and they are underrepresented in the organization. In many countries, the policy maker have introduced gender quotas that have increased women participation in the business organization as well as in the politics. The gender quotas have seen a decreased amount of gender inequalities. The male candidates run the business organizations and the female candidates are not given much importance. The researcher has done many researches on the differences between the male and the female leaders and the effectiveness of their leadership style. However, no research has been conducted until date that shown how the female leaders can be introduced in the organization and how can they be given proper attention and importance so that they are not underrepresented in the bigger stage. This will increase the number of female leaders in the organization and will help the female leaders in managing the business organizations effectively.

References:

Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 18(4), 244-256.

Du, S., Swaen, V., Lindgreen, A., & Sen, S. (2013). The roles of leadership styles in corporate social responsibility. Journal of business ethics, 114(1), 155-169.

Eagly, A. H., & Carli, L. L. (2003). The female leadership advantage: An evaluation of the evidence. The leadership quarterly, 14(6), 807-834.

Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men. Psychological bulletin, 129(4), 569.

Hamstra, M. R., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2011). Transformational-transactional leadership styles and followers’ regulatory focus. Journal of Personnel Psychology.

House, R. J., & Mitchell, T. R. (1975). Path-goal theory of leadership (No. TR-75-67). WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY.

Keegan, A. E., & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International journal of project management, 22(8), 609-617.

Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10(1).

Mandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of business and psychology, 17(3), 387-404.

Pande, R., & Ford, D. (2012). Gender quotas and female leadership.

Smith, P. B., & Peterson, M. F. (1988). Leadership, organizations and culture: An event management model. Sage Publications, Inc.

Strøm, R. Ø., D’Espallier, B., & Mersland, R. (2014). Female leadership, performance, and governance in microfinance institutions. Journal of Banking & Finance, 42, 60-75.