Role of emotional intelligence within transactional-transformational leadership

Natalie Ferres, Antonio Travaglione, Grant O'Neill

    Research output: Contribution to journalArticlepeer-review

    Abstract

    This study explored the role of emotional intelligence (EI) within transactional transformational leadership, and examined the impact of each leadership style on trust in leaders and trust in the organization. Results from 448 public-sector employees showed that leader EI was positively correlated with transformational leadership and transactional-contingent-reward ratings. Leader EI had a significant and positive relationship with total transactional leadership. Transformational leadership and contingent-reward were both found to be significant positive influences on trust in immediate leader and trust in the organization, confirming expectations. In contradiction to the final hypotheses, transactional leadership also played a significant part in trust scores.
    Original languageEnglish
    Pages (from-to)68-79
    Number of pages12
    JournalJournal of Business and Leadership
    Volume1
    Issue number1
    Publication statusPublished - 2005

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