Laissez-faire Research Articles

Leadership, Team Performance, and Professional Development Among Chinese College Dance Instructors

This study explores the relationship between leadership style, team performance, and professional development among college dance teachers in China. Involving 410 dance teachers, mostly aged 26 to 40 with master’s degrees and extensive teaching experience, the research highlights the crucial role of effective leadership in fostering teamwork, personal growth, and high-quality arts education. Key findings indicate that transformational leadership—marked by inspirational motivation, intellectual stimulation, and personalized consideration—is strongly linked to improved team performance and professional development. In contrast, transactional leadership shows mixed results in fostering creativity and long-term career growth, while laissez-faire leadership hampers team performance and career opportunities. Respondents emphasized the need for a balanced integration of teaching, academic research, and artistic creation for continued professional growth. The study also underscores the importance of emotional intelligence (EQ) in leadership, enhancing teaching management and team coaching. Significant differences were observed across demographics, with a positive correlation between strong leadership, team dynamics, and professional growth. The study recommends targeted training for dance teachers, adoption of transformational leadership, and comprehensive development programs to enhance team performance and individual growth, thereby improving the quality and global competitiveness of Chinese dance education

Effect of Leadership Styles on Employee Productivity in Nepalese Commercial Banks

Different leadership styles can significantly affect organizational outcomes and employee well-being. There are many distinct leadership philosophies, and a leader may choose to implement a certain style depending on their inclinations, the circumstances, and the demands of their group. The aim of this study was to investigate the impact of different leadership styles on employee productivity in the banking sector. The study employed a descriptive and causal comparative research design. This quantitative research aimed to establish the relationships between dependent and independent variables. The population consisted of employees from Nepalese commercial banks, with 384 complete responses gathered through a judgmental sampling method from initial 390 questionnaires distributed. The findings shows the transformational leadership, transactional leadership, charismatic leadership and laissez-faire leadership are all positive and statistically significant on the employee productivity. The consistency in the positive effects of transformational charismatic leadership and laissez-faire leadership across different contexts suggests that these styles may be universally beneficial, although the degree of impact may vary depending on the organizational environment and culture. Transactional leadership, while effective, may need to be complemented with other styles, especially transformational and charismatic, to achieve optimal outcomes.

The silent potential: coworkers’ voicing in workplace meetings

PurposeThis study aims to propose a novel theoretical model that connects leadership and followership styles. The primary objective is to develop and validate an instrument capable of measuring these constructs. The study then applies factor and correlation analyses to investigate the relationships among leadership and followership styles across diverse cultural contexts, represented by respondents from Armenia, Denmark, Germany and the United States of America.Design/methodology/approachThe study employs a mixed-method approach, beginning with the development and validation of an instrument to measure leadership and followership styles. Following instrument development, factor and correlation analyses are conducted on data collected from 271 respondents from four different countries. This methodology allows for the identification of distinct leadership (autocratic, democratic and laissez-faire) and followership (compliant, collaborating and initiating) styles as well as the examination of their interrelationships.FindingsFactor analysis reveals three distinct leadership and followership styles. Autocratic leadership positively correlates with compliant followership, while democratic leadership shows a positive association with collaborating followership. However, no significant correlation is found between laissez-faire leadership and initiating followership. Notably, collaborative followership demonstrates a positive association with all three leadership styles. These findings provide insights into the complex dynamics between leadership and followership styles across different cultural contexts.Originality/valueThis study offers a contribution by introducing a comprehensive theoretical model that illustrates the relationship between leadership and followership styles. Its innovative approach includes the development and validation of a unique instrument to measure these constructs across diverse cultural backgrounds. By uncovering distinct leadership and followership styles and their correlations, this study provides valuable insights for both academics and practitioners.

Exploring the Effect of Leadership Styles on Financial Management Practices in Tertiary Healthcare Institutions in South-South Nigeria

Leadership in healthcare institutions has a significant effect on financial management practices, which are crucial for ensuring the sustainability and efficiency of service delivery. This study explores the effect of various leadership styles—autocratic, democratic, laissez-faire, bureaucratic, transformational, and transactional—on financial management practices, specifically financial accountability and budgeting, in two tertiary healthcare institutions in South-South Nigeria: University of Port Harcourt Teaching Hospital (UPTH) and Rivers State University Teaching Hospital (RSUTH). Using a cross-sectional design approach, quantitative data were collected through structured questionnaires administered to 195 participants from UPTH and 115 from RSUTH. The data were analyzed using Descriptive statistics and Spearman’s rank-order correlation. The results revealed that at RSUTH, transformational and autocratic leadership styles positively influenced financial accountability, with transformational leaders fostering transparency and ethical practices, while autocratic leaders ensured compliance with financial standards. In terms of budgeting, democratic and transactional leadership styles were positively associated with budgeting practices at RSUTH, supporting inclusive and structured financial planning. At UPTH, laissez-faire and bureaucratic leadership styles unexpectedly showed positive correlations with budgeting, suggesting that decentralized decision-making and procedural rigor may encourage employee engagement in financial planning. These findings highlight the importance of adaptable leadership that balances compliance with collaborative and innovative approaches to financial management. The study concludes that healthcare institutions should prioritize transformational and democratic leadership styles, which promote transparency, accountability, and participatory decision-making. Implementing leadership development programs to equip leaders with adaptable skills based on situational needs is recommended. Future research should investigate the long-term effects of leadership styles on financial sustainability across diverse healthcare contexts.

Navigating values: leadership behaviors for enhancing police organizational identity

PurposeThis study investigates the differential effectiveness of leadership styles within the German Federal Police Office, focusing on how these styles interact with employees' personal values to influence organizational identification (OI). Thus, we investigate the augmentation hypothesis and explore the moderating effects of personal values on leadership effectiveness regarding OI.Design/methodology/approachUtilizing a quantitative cross-sectional design, the study analyzes responses from 1,816 police employees via the Multifactor Leadership Questionnaire and Portraits Value Questionnaire. Hierarchical regressions are used to analyze the hypothesized associations.FindingsThe results indicate that transformational leadership significantly enhances OI more than transactional or laissez-faire leadership. Moderating effects of personal values reveal complex interactions: while transformational leadership consistently predicts higher OI, transactional leadership’s effectiveness varies according to the employees' values such as Conformity and Tradition enhancing OI, Universalism and Benevolence diminishing it. These findings suggest that leadership effectiveness in policing is contingent on aligning leadership style with the personal values of the employees.Originality/valueThis research contributes to the understanding of how personal values modulate the impact of leadership styles on organizational outcomes within police organizations. It underscores the necessity for police leaders to consider the value profiles of their employees to optimize OI and effectiveness. The study is among the first to systematically explore these dynamics within a law enforcement context, providing empirical evidence to inform targeted leadership development and policy-making in policing.

Unveiling Leadership Styles in Work Life Balance: Insights from a Systematic Literature Review

The current study analyzed various leadership styles in the context of their impact on work-life balance (WLB) in organizational contexts. In this regard, a systematic literature review was conducted, where 19 peer-reviewed articles were analyzed, and published from 2003 to 2020. Whereas, relevant literature was identified through a systematic search on databases, such as Google Scholar, JSTOR, and PubMed, while utilizing keywords like 'leadership styles' and 'work-life balance.' It was revealed in the findings that transformational leadership is the most effective approach to cultivating a healthy work-life atmosphere while improving satisfaction and engagement. Whereas, Transactional leadership, emphasizes task completion and rewards, and is less promising for work-life balance, favoring organizational objectives over individual well-being frequently. Moreover, Laissez-faire leadership, known as limited direction, is connected with lower satisfaction and commitment. Consequently, the study emphasized gender-based research to handle the distinct work-life balance challenges, encountered by both men and women. It is also recommended to focus on leadership dynamics specific to organizations, especially in areas where work-life balance is vital. Additionally, essential policy proposals encompass the advancement of transformational leadership, gender-centric research, and adaptable work policies. Whereas, this review contributes to understanding the vital role leadership plays in enhancing employee well-being and organizational success.

Effects of Leadership Styles on Employees Job Performance: A Case Study of a Public Sector Organization in Ghana

Institutions are supervised by managers who are expected to direct their subordinates towards the achievements of organizational goals. Achievement of goals in an organization largely depends on the relationship between the supervisors and subordinates. Leadership styles play a crucial role in every organization in terms of industrial harmony and achievement of goals. Managers depending on the situation could employ democratic, autocratic or laissez-faire leadership styles to get organizational goals and objectives achieved. Primary data from public sector employees was used for this study based on the objectives of the study. Data was gathered from 50 employees using closed-ended questionnaires. The number of respondents was selected randomly from a population of 135 and determined using Yamane, 1974 formula and Browly proportional formula as indicated by Kumar 1976. The questionnaire were divided into three sections thus background characteristics of the respondents, respondents’ perception of their superiors’ leadership styles, employees’ assessment of their job performance respectively. The leadership styles were categorized autocratic, democratic and laissez-faire. The leadership and performance scales were measured using a 5-point Likert scale thus, 5=strongly agree; 4=agree; 3=undecided; 2=disagree; 1=strongly disagree. The outcome of the research was to the effect leadership exist in organizations have positive or negative impact on the job performance of workers. The results showed that a democratic leadership style has a significant positive impact on job performance within an organization, while autocratic and laissez-faire leadership styles contribute to apathy and lower work performance. Moreover, it was suggested among other things that the use of laissez-faire and autocratic styles should be discouraged since they are could be a recipe of creating lawless working environment which could result in low productivity.

Leadership Styles of Headteachers, Teacher Commitment and Academic Performance within Ejisu Municipality

This was a survey study aimed at finding out the relationship between leadership styles, teacher commitment, and academic performance within the Ejisu Municipality. The researchers selected 50 headteachers purposively and 210 teachers, using the sample size calculator by Raosoft. A set of closed-ended questionnaires was used, and this comprised 67 items for the respondents. The data was analyzed, using descriptive statistics, t-tests, and correlation analysis. The study discovered, among other things, that leadership styles such as democratic, transactional, autocratic, situational, and laissez-faire significantly influenced teacher commitment in the schools selected for the study. However, laissez-faire leadership style had a negative influence on teacher commitment. It was also revealed that democratic and transactional leadership styles had a positive effect on academic performance and it was statistically significant. The study, therefore, recommended that the Municipal Education Directorate should organise seminars on leadership styles, teacher commitment, and academic performance for headteachers, their assistants, and all heads of department so they to know not only the influence these leadership styles have on teacher commitment, and academic performance but also the positive relationships between these concepts in the management of any school system in terms of positive academic performance.

Responding to platform firm power: differing national responses

ABSTRACT Aware of the power of platform firms and the risks of the platform economy, governments are reconsidering the dominant laissez faire approach in favour of strategies that regulate the power of platform firms. transnational dynamics play an important role in shaping emerging national regimes, but we argue that governments are also influenced by three factors that operate primarily at domestic level: the agency of platform firms, the impact of first-mover US platforms, and domestic politics. We illustrate our approach through an analysis of the trajectories and regulatory measures of four economies: the US, the EU, China, and India. As governance efforts expand to emerging technologies such as AI, our analysis presages broader changes to the structure of what was, with a few important exceptions, a relatively borderless global online economy.

The harmful side of absent leaders: Multifactor leadership and employees’ job-stress-related presenteeism

Abstract This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

Leadership in Sports Organizations: An Overview of Indonesia

This study discusses various leadership approaches that affect organizational performance and human resource development. In this context, the two main approaches analyzed are behavioral and transformational approaches. The behavioral approach focuses on the behavior patterns of leaders which are divided into four systems, ranging from authoritarian exploitation to participative. Meanwhile, the transformational approach emphasizes the ability of leaders to empower their subordinates through changes in values, beliefs, and needs, with the aim of leading the organization towards future success. This study also explores various types of leadership, such as charismatic, paternalistic, militaristic, autocratic, laissez faire, populist, administrative, and democratic, each of which has different characteristics and influences in leading an organization. The concept of effective leadership is considered key to building and maintaining a healthy corporate culture, which in turn can improve overall organizational performance. In the context of sports management, leadership also plays an important role in building character and social skills through sports. The conclusion of this study shows that good leadership can have a positive impact on the organization, by building good relationships between leaders and subordinates and creating a conducive working atmosphere to achieve common goals.

Comparative Analysis of Leadership Styles in Public vs. Private Secondary Schools

The study's goals were to determine how leadership styles—transformational, transactional, authoritarian, democratic, and laissez-faire—differ between public and private secondary schools. Leadership styles encompass various approaches that influence team dynamics and organizational effectiveness. Understanding these styles is essential for fostering employee engagement and achieving strategic goals. The population was drawn from every high school in the Kasur district. To gather the data, multistage sampling approaches were employed. Data was gathered via a questionnaire. SPSS was used to analyze the data. Inferential statistics (Independent sample t-test) were employed. With the exception of laissez-faire leadership, the study's results showed a highly significant difference in leadership styles. Future studies should examine how environmental and cultural elements affect the efficacy of different leadership philosophies in diverse organisational contexts. Longitudinal studies could also look at how leadership philosophies change over time and how they affect workers' performance and happiness over the long run.

The Laissez-Faire Leadership Style in Higher Education Institutions: A Systematic Literature Review

Given the growing interest in laissez-faire leadership in higher education since 2014, this study was conducted to review scholarly publications on laissez-faire leadership in educational research, drawing on a database of 69 studies published between 2014 and 2024. Descriptive methods, including the volume of publication, journal and geographic distribution, types of studies, authorship trends, citation impact, research methods, and identified outcomes associated with laissez-faire leadership, were utilized to identify the main characteristics of the literature. The review revealed that the majority of published research consists of empirical studies, with a notable increase in qualitative approaches in recent years. Key findings highlighted significant relationships between laissez-faire leadership and various outcomes, such as academic performance, faculty satisfaction, innovation, and institutional effectiveness. Additionally, the review underscores the importance of contextual factors, including institutional culture and regional differences, in shaping the effectiveness of laissez-faire leadership. Recommendations were provided to increase the quality and depth of research on laissez-faire leadership in higher education, particularly in addressing gaps in cross-cultural and longitudinal studies.

The Impact of Leadership Styles on Employee Retention: A Case Study of High School Teachers in Battambang, Cambodia

The study of leadership styles plays a crucial role in understanding how effective leadership can influence organizational success and employee satisfaction. This study aims to 1) examine the influence of democratic leadership, transformational leadership, and laissez-faire leadership on public organization employees' retention; 2) search for the perceptions of civil servants, comparing male and female staff, regarding the variability of democratic leadership, transformational leadership, laissez-faire leadership, and employee retention; and 3) study the views of civil servants on leadership variability in the three types of leadership styles in public organizations in Battambang Province. The quantitative research method employed questionnaires with 261 civil servants working at ministries, universities, and high schools in Battambang Province. The results revealed that democratic leadership (β = .247, T = 2.299, P = .022, P < 0.05) and transformational leadership (β = .901, T = 8.19, P = .000, P < .001) had positive effects on the retention of staff and civil servants. However, laissez-faire leadership harmed the retention of staff and civil servants (β=.165, T=2.465, P=.014, P<0.05). This study concluded that democratic and transformational leadership positively influence employee retention in public organizations in Battambang Province, whereas laissez-faire leadership has a negative impact. Ministries, universities, and institutions should foster democratic and transformational leadership styles through targeted training programs and minimize laissez-faire leadership practices to improve employee retention.

Laissez-faire leadership: a comprehensive systematic review for effective education practices

This analysis addresses the knowledge gap on laissez-faire leadership in organizations. After reviewing 64 articles through the systematic literature review, the study finds that laissez-faire leadership, marked by minimal decision-making involvement, is generally associated with negative outcomes like reduced employee satisfaction and productivity. However, its impact can vary based on context, potentially fostering creativity in highly skilled and motivated teams. The study emphasizes the need for judicious application of this leadership style and suggests that school managers should discern when to use it, considering its suitability for different types of educators. Overall, the research contributes valuable insights for leaders aiming to optimize leadership strategies in diverse contexts.

The Impact of Leadership Styles, Cultural Dimensions and Values on Academic Leaders

This study investigates the cultural dimensions, values, and leadership styles of school leaders in Indian K-12 and European schools, specifically focusing on cross-cultural differences. The objective is to explore how leadership styles and cultural orientations differ between Indian and European school leaders and to examine how these variations impact organizational culture and decision-making processes. A non-experimental quantitative research design was employed, utilizing standardized instruments such as the Multi-factor Leadership Questionnaire (MLQ-Form 6S), OCTAPACE, and the Scale of Individual Cultural Values (CV) to measure leadership styles and cultural dimensions. Data were collected from 165 Indian leaders across Punjab, Haryana, Delhi-NCR, and Uttar Pradesh, as well as 156 European leaders from Croatia, Hungary, Poland, and others, using purposive and convenience sampling methods. Independent t-tests and Discriminant Function Analysis (DFA) were used to compare the two regions' leadership styles and cultural orientations. The findings reveal that Indian school leaders predominantly demonstrate transformational and laissez-faire leadership behaviors, influenced by hierarchical structures prioritizing collective goals and authority delegation. Indian leaders scored higher on openness, trust, and collaboration dimensions, which align with collectivist and hierarchical cultural norms. In contrast, European leaders emphasized confrontation, authenticity, and individual autonomy, reflecting a preference for more egalitarian and individualistic decision-making approaches. These insights contribute to a deeper understanding of how leadership and cultural values shape educational practices in different contexts.

Influence of Leadership Styles on Performance of Local Government Agencies: Case of Central Equatoria State Local Government in South Sudan

An organization's success depends on successful leadership and good organizational culture. This study investigates the influence of various leadership styles on the performance of local government agencies in Central Equatoria State, Juba, South Sudan. It explores how transformational, transactional, and laissez-faire leadership styles influence the performance of the central Equatoria state local government. The general objective of the study was to examine the influence of various leadership styles under the long-range leadership model on the performance of the central Equatoria state local government. The specific objectives of the study include the following: To assess the influence of transformational leadership style on performance of the central Equatoria state Local Government, to establish the influence of transactional leadership style on performance of the Central Equatoria state Local Government and to examine influence of laisses-faire leadership style on performance of the Central Equatoria state Local Government. The research employed a descriptive design, targeting 791 individuals, including local government officers and leaders from public institutions. A sample of 138 respondents was selected through stratified random sampling, and data was collected via questionnaires, interviews, and document analysis. To ensure validity of the finding, the researcher performed a pilot study on the data collection and analysis instruments in Juba County. This was done to guarantee the instrument's content coverage and authenticity by enhancing problems, the format, and the measuring scales. the researcher ensured protection of the research process to ensure reduction of anomalies, inaccuracy and scoring in the measurements to guarantee reliability of the data obtained. This research was focused on both primary and secondary data. Questionnaires was used as the main tool of data collection supported by both physical and telephone interview. Analysis of reports published on newspapers and internet was as well done. The study utilized the full range leadership model by James MacGregor Burns (1985) and Bernard M. Bass (1985), which encompasses transformational, transactional, and laissez-faire leadership styles. The findings revealed that both transformational and transactional leadership styles are not widely practiced by the CESLG Leaders and had limited impact on performance of the central Equatoria state local government while laissez-faire leadership being the most practiced style, significantly influenced poor performance outcomes of the central Equatoria state local government and it’s one of the reasons for the poor performance of the CESLG institutions. As such the researcher recommend among others, the following to both the CESLG leaders and other stake holders for implementation; The CESLG leaders need to consider recruiting young and well-educated local government officer as the study revealed that majority 48.8% of the local government officials are aged between 51 to 60 years whose performance are average , the local government leaders need to consider initiating executive training and development Programme for local government officers, The CESLG leadership is advised to conduct regular performance review for its institutions and staff. the CESLG leaders and other stakeholders/institutions are encouraged to adopt modern leadership styles such as transformational and transactional in their management styles.

Linking leadership and followership styles

PurposeThis study proposes a theoretical model linking leadership and followership styles.Design/methodology/approachA new instrument was developed and tested on 271 respondents from Armenia, Denmark, Germany, and the USA. Factor analysis identified three leadership styles (autocratic, democratic, laissez-faire) and three followership styles (compliant, collaborating, initiating).FindingsThe results showed that autocratic leadership was positively associated with compliant followership, and democratic leadership was positively associated with collaborating followership. No correlation was found between laissez-faire leadership and initiating followership. However, collaborative followership was positively associated with all three leadership styles.Originality/valueThis study contributes a new theoretical model and a novel instrument for measuring the interplay between leadership and followership styles, offering fresh insights into leadership dynamics.

Impact of Nursing Leadership Styles on the Staff Turnover Intention in Saudi Arabia: A Cross-Sectional Study.

Background and objectives The efficiency of healthcare systems and nursing care depends on appropriate leadership. The purpose of this study was todetermine the association between leadership styles of nurse managers and the staff turnover intention in Saudi Arabia. The nurses' intention to quit their jobs was considered as indicative of staff turnover intention. Methods A quantitative cross-sectional questionnaire-based study was conducted among 279 nurses, employed in three hospitals in Hafar Al-Batin City, Saudi Arabia. The questionnaire comprised three parts to determine the association between leadership styles of nurse managers and staff turnover intention, and how they related to participants' demographic variables (gender/age/education/income/marital status/experience). The first part collected demographic data, and the second part was an adapted and validated version of the multifactor leadership questionnaire (MLQ-6S) used to assess the perceived leadership styles of nurse managers, based on 21 items. The third part, comprising seven items, was used to assess nurses' turnover based on intention to quit. The second and third parts of the questionnairewere scored using a five-point Likert scale. Collected data were tabulated and analyzed using a statistical software package for descriptive and inferential statistics (t-test, one-way analysis of variance (ANOVA), and correlation), comparing dependent outcome variables against independent demographic variables. Statistical significance was assumed when p-value was less than 0.05. Results Based onleadership style scores, transactional (13.32 out of a maximum of 24; 55.48%) and transformational (26.58 out of a maximum of 48; 55.37%) leadership were the most frequently perceived leadership styles among nurse managers. Laissez-faireleadership (6.31 out of a maximum of 12; 52.57%) was the least frequently perceived style. Upon comparing perceived leadership styles of nurse managers againstdemographic variables, no significant differences were observed for transformational leadership. However, income and experience of nurses showed significant relationship with the perceived transactional and laissez-faire leadership style scores, respectively. Based onperceived "intention to quit" scores, majority of the nurses expressed uncertain intention to quit (n = 193; 69.2%) and there was a significant yet weak negative correlation between the perceived leadership styles and intention to quit. The correlation coefficient (Pearson's-r) was lowest for laissez-faire leadership (-0.258)followed by transactional (-0.295) and transformational styles of leadership (-0.348). Conclusions The present study indicated a greater degree of transactional and transformational leadership styles among nurse managers than laissez-faire leadership style. While most of the nurses mentioned an uncertain intention to quit, correlating it with the perceived leadership styles it was found that transformational leadership among nurse managers indicated greater retention of nurses within their present jobs. The present research findings underline the importance of prioritizing and fostering healthy workplace environment by the nurse managers, through inculcation of transformational leadership practices. Furthermore, focused, multi-centric studies from around the world can help understandthe leadership practices of nursing leaders and its relationship with the intention of nurses to quittheir respective roles.

Educational Intervention Impact On Nurses' Emotional Intelligence And Leadership Models: A Longitudinal Randomized Trial

Background: Emotional intelligence plays a critical role in nursing leadership, influencing organizational dynamics and patient care. However, there is limited understanding of the impact of emotional intelligence on leadership in Primary Health Care within the Greek context. Materials and Methods: A longitudinal experimental design was used to assess the effects of an educational intervention on emotional intelligence and leadership among Greek Primary Health Care nurses. Questionnaires, including the Wong and Law Emotional Intelligence Scale and the Multifactor Leadership Questionnaire, were administered pre- and post-intervention. Results: The results of the study revealed that, during the second measurement, the intervention group exhibited significant improvements in emotional intelligence, whilst adopting a more transformational style of leadership, compared to the control group. However, between the two measurements, no significant changes were observed in the transformational and transactional leadership models, with the exception of Management by Exception (Passive) and Laissez-Faire Leadership. However, in between the two measurements, no substantial changes in measurements were observed regarding the implementation of transformational or transactional models of leadership in neither of the groups. The only exception was the adoption of a Management by Exception (Passive) approach and that of a Laissez-Faire style of leadership. The tables highlighted nuanced changes in leadership dynamics, post-intervention. Conclusion: The empirical study supports that initiatives in education effectively enhance the emotional intelligence of nurses, while they also influence leadership styles. This suggests and highlights the need for tailored professional development programs in nursing education, in order to develop both the emotional intelligence and the leadership skills of those involved. Trial registration: Iranian Registry of Clinical Trials, registration reference: IRCT 20240126060816N1