Emotional intelligence ought to be the foundation of leadership, which is the premise of emotional

intelligence in leadership. The leader's emotional intelligence must first be evaluated before tasks,
followers, goals, and styles can be defined or criticized (Goleman, Boyatzis, & McKee, 2002, page 5). The
leader's emotional intelligence then becomes the predictor of how well they can lead in any given
situation, group of tasks, or group of followers. The author of this paper will make a comparison
between the Leader-member exchange (LMX) theory and the situational approach to leadership and this
premise of emotional intelligence (Northouse, 2010). In addition, the author will assess, in terms of
resonance and dissonance, the degree to which an emotional intelligence model would function
effectively in a setting associated with higher education.

The ability to appreciate people on a profound level works under four hypothetical spaces and their
separate capabilities that are basically ordered under two divisions: individual ability and social skill
(Goleman, et al, 2002, pg. 39). According to Goleman et al. (2002), these broader competencies are
learned skills that describe how well a leader manages interpersonal and intrapersonal relationships
rather than leadership talents. According to Goleman et al. (2002), the assumption is that a leader will
have better interpersonal insight into his or her subordinates if the leader is thoroughly competent in an
intrapersonal sense. This implies, among other things, that the leader is appropriately self-aware,
transparent, and adaptable. According to Goleman et al. (2002), this social competence defines more
specific characteristics like a strong sense of empathy, service, influence, and collaboration. The author
believes that the comparison of the Leader-member exchange, the situational approach to leadership,
and the premise of emotional intelligence has uncovered important leadership truths that may not be
mutually exclusive. These competencies are not only ideal in terms of leadership effectiveness... middle
of paper... The only universal truth about leadership is that none of the truths are universal but
empirically sound enough to help the leader guide followers and the institutions they make up. This is
undoubtedly the mystery of leadership.

Bolman, L. G., and Deal, T. E. are cited. Organizational rethinking: Leadership, choice, and art, 4th ed. Los
Angeles: Jossey-Bass Goleman, D., R. Boyatzis, and A. McKee Primal management: realizing emotional
intelligence's potential. Boston: Publishing from the Harvard Business School

P.G. Northouse (2010) Theory and practice of leadership. 5th Ed. Oaks, Thousand: Publications by Sage

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