Abstract
Orientation: Empirical evidence supports the notion that emotional intelligence (EI) and transformational leadership (TFL) are related and confirms the positive effect of this leadership style on follower attitudes and performance. However, more insight is needed into the nomological net of variables that affect outcomes of effective leadership, as experienced by the follower of a leader who exhibits TFL behaviours, being influenced by various EI competencies.Research purpose: This study developed and tested a structural model that depicts the nature of the relationships between EI competencies, TFL behaviours and three outcomes of effective leadership.Motivation for the study: We argued that more insight into how (1) different components of EI affect TFL behaviours, and how (2) different components of TFL behaviours, in turn, affect outcomes of effective leadership, could be valuable in designing targeted interventions to increase employee commitment, job satisfaction (JS) and perceived supervisor support (PSS).Research design/design and method: The cross-sectional data included a sample of 267 respondents, with 85 leader–follower dyads that were analysed with partial least squares modelling. Self and other ratings were employed.Main findings: Nine of the 19 postulated relationships in the structural model were supported. Three of the four TFL components were shown to be influenced by various components of EI. Only PSS was significantly affected by idealised influence as a TFL behaviour.Practical/managerial implications: Increased understanding of which EI competencies influence TFL behaviours may be useful in the development of leaders by guiding targeted EI intervention strategies to increase leadership effectiveness.Contribution / value-add: This study confirmed the notion that EI competencies seem to be hierarchically ordered, whilst also providing insight into the differential impact of these competencies on TFL behaviours.
Highlights
OrientationOver the past decades, the theory of transformational leadership (TFL) has emerged as one of the most dominant leadership theories (Mhatre & Riggio, 2014) in the organisational psychology literature
The research question for this study, was: Does the structural model developed in this study provide a valid, plausible account of the psychological process that determines the outcomes of effective leadership as experienced by the follower of a particular leader who exhibits certain TFL behaviours influenced by various emotional intelligence (EI) competencies? The research objectives, were (1) to develop a structural model and (2) to test the fit of the outer and inner model via partial least squares modelling (PLS)
A large body of empirical evidence supports the notion that EI and TFL are related, and that TFL does positively impact follower attitudes and performance (Judge & Piccolo, 2004)
Summary
The theory of transformational leadership (TFL) has emerged as one of the most dominant leadership theories (Mhatre & Riggio, 2014) in the organisational psychology literature. Meta-analytic evidence underscores the central role of TFL in organisational success Various researchers have shown that TFL is generally more effective than other leadership styles At least two meta-analyses have confirmed the effect of TFL on follower performance (Judge & Piccolo, 2004; Lowe et al, 1996). In a meta-analysis by Hiller, DeChurch, Murase and Doty (2011), follower attitudes were revealed as the most common studied outcome of leadership. Subordinates of transformational leaders have been shown to report higher levels of job satisfaction (JS) (Kaiser, Hogan, & Craig, 2008), increased organisational citizenship behaviours
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