Professional Documents
Culture Documents
Leadership
Leadership
Introduction
Theoretical Dimensions
Omer Bin Sayeed is professor (Organizational
Behaviour/ HRM) in National Institute of Industrial
Engineering, Mumbai (E-mail: omersayeed@ Goleman (1995) heralded and
gmail.com) Meera Shanker is Associate Professor popularized the concept of Emotional
in SNDT University, Mumbai. (E.mail: meera. Intelligence by positioning it as the best
shanker2 @gmail.com) predictor of work and life success
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Omar Bin Sayeed & Meera Shanker
besides attributing the quality of being thought: the ability to generate, use, and
a good predictor of work outcomes such feel emotions in order to communicate
as job satisfaction, turnover and feelings, or use them in other mental
performance (Goleman 1998, Bachman processes; (3) Emotional understanding:
et. al 2000). Four components of the ability to understand and develop
emotional intelligence are: self- social intelligence, defined as the ability
awareness, self-regulation, motivation, to understand subtle, intricate and
and empathy. Self-awareness expands a complex nature of emotions; and (4)
person’s understanding and knowledge Emotional management: the ability to be
of his/ her values and goals. A leader, open to emotions and to moderate them
who is self-aware may possess a greater in oneself and others.
sense of purpose and meaning in life
(Sosik & Megerian 1999). Self- EI in the Organizational Context
regulation is referred to as “managing
emotions”; it allows a leader to be Importance of EI is increasingly
sensitive and understanding of accepted in a variety of organizations. It
subordinates without succumbing to is considered to be one of the most
vulnerability of criticism and the need significant and dynamic qualities in
to defend self-esteem (Riggio, Murphy employees who produce results, bring
& Pirozzolo 2002). Motivation brings about transformational change and lead
out the force of achievement by the organization as the inspiring force.
harnessing feelings of enthusiasm, zeal, High performing organizations tend to
and confidence. Empathy allows an have high levels of emotional intelli-
individual to recognize and respond to gence among their constituent members
the changing emotional state of other and demonstrate strong links between
people resulting in greater sensitivity employees’ emotional capabilities and
and social self-confidence (Sosik & their skills (Goleman 1995). An emotion-
Megerian 1999). The first three ally intelligent organization’s culture
components of emotional intelligence deeply emphasizes relationship building,
determine how well people manage empathy and social responsibility. These
themselves. Empathy, however, is that attributes enhance trust and commitment
component of emotional intelligence and facilitates connection between a new
which determines how individuals relate hire and the organization as a pros-
to other people (Smigla & Pastoria 2000). pective employer. Conversely, the
emotional incompetence can prevent
Mayer and Salovey (1997) have individuals from reaching their full
independently created a four segment potential. Smigla and Pastoria (2000) are
model of emotional intelligence consist- of the view that the more complex a job is
ing of: (1) Emotional perception: the the more emotional intelligence matters.
ability to perceive emotions in oneself
and others, as well as in objects, art, and Studies have shown some evidence
stories; (2) Emotional facilitation of that certain trait-based measures of EI
594 The Indian Journal of Industrial Relations, Vol. 44, No. 4, Apr. 2009
Emotionally Intelligent Managers & Transformational Leadership Styles
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Table 1: Principal Axis Factor Analysis of Transformational Leadership Items with Varimax
Rotation
F1 Resolute F2 F3 F4 F5 F6
and Nurtured Vision- Futur- Uncon- Achieve-
Empo- Task Focus ary istic ventional & ment
wering Innovative Focused
1. I am not afraid of taking risks to
achieve the results 42 24 29 16 -02 15
2. I evoke a sense of confidence and trust
by my behaviour. 61 13 -02 17 19 14
3. I am quite open and receptive to new
ideas from people 66 23 -02 13 22 .02
4. I give people freedom to decide
how to do. 61 26 22 23 -02 -02
5. I am intellectually of high calibre 71 23 15 14 20 24
6. I protect and support people when
there is a need 75 17 -02 -02 13 15
7. I provide clear instructions what to do
and what not to do. 21 45 28 19 13 34
8. I only tolerate mistakes while
achieving results but also protect
people, if necessary. 13 54 17 -02 -02 -12
9. I believe that real learning and growth
take place when people explore and in
the process also make mistakes. 20 73 -02 -02 24 -02
10. I consult relevant people before taking
decisions concerning them and their
departments. 29 58 26 17 22 -22
11. I believe in consensus building before
taking decisions. 30 50 12 15 33 14
600 The Indian Journal of Industrial Relations, Vol. 44, No. 4, Apr. 2009
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interest of the organization. They largely view of the futuristic perspective change
empower their followers by giving them and transformation become a sort of
more autonomy to achieve their fullest challenge for the organization and
potentials. Being high on this dimen- therefore, rarely produce distraction for
sions such leaders are characterized as the organization to move ahead.
enablers and tend to allow develop-
mental change and transformation Factor 5: Unconventional and Inno-
initiated by the subordinates. vative Style: Transformational leaders
are non-conventional. They do not
Factor 2: Nurturant-Task Focussed follow the old rules and try to do
Style: Transformational leaders are something which has not been done so
perceived as hard task masters by those far. In the process they innovate and
subordinates who achieve the targets and create several new ideas. They do not
they do not hesitate to reward them hesitate to challenge the status quo and
discerningly. Their focus of attention is never accept themselves or their
on the new learning and exploration into subordinates to remain in a rut.
best alternatives to perform the job. Generating ideas and also creating
These attempts are considered to be acceptability for these ideas they always
synonymous for getting consensus remain in the forefront of the
among the group members and slowly organization.
rebuilding an achieving organization.
Factor 6: Achievement Focused
Factor 3: Visionary Style: Trans- Style: Transformational leaders are
formational leaders articulate a shared intuitive and high achievers. They make
vision among the followers and decisions (sometime) on the basis of
communicate clearly the transformation their intuition and gut feelings even if it
process necessary for developing the amounts to taking a risk. While having a
organization. In the process they become strong focus on achievement of
social architects and a driving force for organizational tasks, ignoring hierar-
their subordinates be it routine per- chical boundaries that come in the way
formance or visionary goals of the is a common practice among trans-
organization. They seem to believe in the formational leaders.
effective performance of the groups and
organization as a whole and direct and Table 2 presents summary of the
channel the managers’ energy. item analysis carried out on the finally
accepted items of transformational
Factor 4: Futuristic Style: Trans- leadership styles. The median corrected
formational leaders are explicitly future item total correlations ranged from .28
oriented without any regret for the past. for achievement focused Style to .74 for
They look into the broader perspective Futuristic Style. Similarly, the
of working life, rather than narrowing reliabilities ranged from a low of .55 for
down themselves with the present. In Achievement Focused Style to a high of
602 The Indian Journal of Industrial Relations, Vol. 44, No. 4, Apr. 2009
Emotionally Intelligent Managers & Transformational Leadership Styles
.84 for Resolute and Empowering Style. indicated a high degree of reliability of
By and large the item validities and the subscales referred to above
internal consistency estimates both transformational leadership styles.
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Table 3: Descriptive Statistics & inter-correlations between Emotional Intelligence & Transformational Leadership Dimensions.
604
Mean SD emo_imp slf_accept ps_orient slf_aware slf_conf dec_ind per_ful empathy Anx_str Assert TlDim1 TLDIM2 TLDIM3 TLDIM4 TLDIM5 TLDIM6
emo_imp 5.01 1.06 1 .444** .391** .295** .333** .522** .587** .335** .629** .126 .263** .227** .038 .167 .275** -.436**
slf_accept 5.03 1.09 .444** 1 .448** .533** .526** .432** .388** .382** .342** .465** .525** .520** .330** .406** .332** -.097
ps_orient 5.23 1.06 .391** .448** 1 .442** .564** .374** .410** .523** .299** .339** .496** .621** .300** .467** .331** -.168*
slf_aware 4.85 0.96 .295** .533** .442** 1 .444** .298** .337** .287** .364** .446** .482** .583** .237** .395** .468** -.071
slf_conf 4.91 1.07 .333** .526** .564** .444** 1 .385** .410** .320** .242** .287** .309** .505** .420** .419** .280** -.064
Dec_ind 5.09 1.05 .522** .432** .374** .298** .385** 1 .306** .158 .409** .172* .053 .273** .224** .239** .339** -.170*
per_ful 5.67 1.20 .587** .388** .410** .337** .410** .306** 1 .332** .461** .206* .339** .401** .185* .356** .185* -.190*
empathy 5.25 1.03 .335** .382** .523** .287** .320** .158 .332** 1 .290** .196* .484** .359** .205* .372** .017 -.315**
Anx_str 5.05 0.99 .629** .342** .299** .364** .242** .409** .461** .290** 1 .256** .277** .150 -.089 .250** .262** -.412**
Assert 4.84 1.44 .126 .465** .339** .446** .287** .172* .206* .196* .256** 1 .497** .258** .308** .384** .288** .081
TlDim1 5.11 0.96 .263** .525** .496** .482** .309** .053 .339** .484** .277** .497** 1 .577** .254** .594** .439** -.019
TLDIM2 4.87 1.03 .227** .520** .621** .583** .505** .273** .401** .359** .150 .258** .577** 1 .362** .606** .531** .035
TLDIM3 4.49 1.05 .038 .330** .300** .237** .420** .224** .185* .205* -.089 .308** .254** .362** 1 .411** .367** .345**
TLDIM4 5.13 0.96 .167 .406** .467** .395** .419** .239** .356** .372** .250** .384** .594** .606** .411** 1 .512** .059
TLDIM5 4.31 0.97 .275** .332** .331** .468** .280** .339** .185* .017 .262** .288** .439** .531** .367** .512** 1 .184*
TLDIM6 4.08 1.07 -.436** -.097 -.168* -.071 -.064 -.170* -.190* -.315** -.412** .081 -.019 .035 .345** .059 .184* 1
Note: emo_imp=Emotionality and impulsiveness; slf_accept=Self-acceptance; ps_orient=problem Solving focused; slf_conf=Self-confidendence; dec_ind = Decisiveness and Independence;
per_ful=personasl fulfillment; empathy = Empathy; Anx_str=Anxiety and Stress; Assert=Assertiveness; TlDim1 =Resolute and Empowering Style; TLDIM2= Nurturant-Task focused Style;
TLDIM3=Visionary Style; TLDIM4 = Futuristic Style; TLDIM5 = Unconventiona,l and Innovative Style; TLDIM6= Achievement focused Style.style
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Emotionally Intelligent Managers & Transformational Leadership Styles
producing results through people. The and within group net-working styles of
strong linkages between the two subordinate etc., are more likely to impact
constructs especially in the areas of through transformational leadership
Nurturant Task Focused Style, Resolute behaviour of managers, which in turn, is
and Empowering Style and Futuristic impacted by the level of emotional
Style apart from others showed crucial intelligence one possesses.
importance of emotional intelligence in
the functioning of managers as leaders.
The co-occurrence of temperament
The canonical correlations explaining
of managers and their trans-
28.72 and 34.23 per cents of variance on
formational leadership is highly
the side of emotional intelligence and
suggestive of an influencing
transformational leadership dimensions
mechanism created and activated
respectively could be taken as evidence
by the enabling force of emotional
for accepting the role of emotional
intelligence.
intelligence in superior-subordinate
leadership modality leading to change and
transformation at the work place (Barling, A significant issue that needs
Slate & Kelloway 2000, Gardner & explanation here is that the leadership
Stouch 2002,Paler et al., 2001). potential of a manager is largely determined
by one’s emotional capability as a person
These findings hinted upon the within a position power context. Poor
existence of a network of relationships emotional capability forces managers to
between core temperamental factors and resort to position power tactics ignoring the
organizationally-valued leadership negative consequences of such behaviour
factors, which may develop the whereas higher emotional capability
processes of organization for growth or becomes an enabler for managing
make them defunct depending upon transformation and change processes
managers’ ways of handling tasks and through goal directed subordinate
relationship components of their jobs. behaviour (Jung & Avovlio 1999). Hence,
The positive aspects of the co-occurrence the higher emotional intelligence, by and
of temperament of managers and their large, is a factor of concern for any one who
transformational leadership is highly aspires to be a leader in a formal context of
suggestive of an influencing mechanism the organization
created and activated by the enabling
force of emotional intelligence in one’s In conclusion, the transformational
managerial work. Even though the leadership styles has 6 distinct dimensions,
enabling force of emotional intelligence each of them reflective of managerial
may affect fully the performance potential leadership behaviour as interfaced in an
of employees, certain pliable soft aspects organizational context uniquely demo-
of climate/culture, conflict handling nstrating change/transformation created by
behaviour, caring and warmth exuding the leadership impact. Thus, the leadership
relationships in interpersonal contexts is perceived going beyond the task domain
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