Academic journal article Advances in Management

Comparison of Transformational Leadership and Its Different Attributes of Leadership with Emotional Intelligence in Indian Healthcare: An Empirical Aspect

Academic journal article Advances in Management

Comparison of Transformational Leadership and Its Different Attributes of Leadership with Emotional Intelligence in Indian Healthcare: An Empirical Aspect

Article excerpt

Abstract

The purpose of this study is to explore the relationships between emotional intelligence (EI) and leadership styles (transformational and transactional) of healthcare professionals. The research sample comprised of 330 subjects from Kolkata, Gangtok and Bangalore. Emotional intelligence was measured by the Assessing Emotions Scale while leadership styles were assessed by the Multifactor Leadership Questionnaire. In data collection, this study used a convenience sampling technique. Data collected were analyzed using descriptive statistics, correlation and regression.

The findings indicate a moderate correlation (r=0.310) between EI and transformational leadership style and a weak correlation (r= 0.123) between EI and transactional leadership style. The key implication is that given proper training concerning EI and leadership, these professionals can build a leadership quality. One of the limitations of this study is the use of a convenience sample that might limit the generalization of the findings.

Keywords: Assessing Emotions Scale, Emotional intelligence, Multifactor Leadership Questionnaire, Transactional leadership, Transformational leadership.

Introduction

The Emotionally Skilled Leader: Along with exhibiting transformational leadership skills, leaders must be able to identify, use, understand and manage their own emotions as well as the emotions of others39. First, the leader who can identify emotions has a high awareness not only of his/her own feelings but also those of his/her followers. These leaders can express emotions accurately and identify false emotions. Second, it is important for the leader to have the ability to facilitate thought through the appropriate use of emotions. This ability reflects an understanding of how mood impacts thinking and decision making. This is important since the mood of the leader often sets the stage for the mood of the organization40.

These leaders also motivate through their use of emotions and can understand different perspectives. They encourage open-minded thinking and plan effectively. Third, a leader who understands emotions can recognize and develop relationships that are needed to lead others through change. Lastly, the leader must be able to manage his/her emotions by handling the stress that comes with the leadership position, as well as acting in the best interest of effective outcomes40. These four branches of emotional intelligence are the framework for the ability theory of emotional intelligence.

If we wish to increase our understanding of a certain type of leadership, such as transformational leadership, we must look at leader behaviors that are effective. We must also consider and understand the specific emotional skills that help these leaders achieve their goals and level of effectiveness.

Emotional intelligence (El) is a topic of growing interest among academics and researchers in the field of organizational behaviour (OB). Although it was discussed principally within the discipline of psychology until 1990, it has subsequently been studied intensively in the field of OB11. Goleman25 made the concept popular among researchers, practitioners, psychologists and general readers with the publication of his best-selling book Emotional Intelligence. However, it was Salovey and Mayer53 who first coined the term "emotional intelligence" by drawing on research such as Gardner's21 concepts of intrapersonal and interpersonal intelligences, Wechsler's63 proposition of non-intellective abilities and Thorndike's61 concept of social intelligence.

Review of Literature

A review of the literature shows that emotionally intelligent leaders perform better in the workplace ' . It also reveals that leaders with high El use positive emotions to improve their decision-making and leadership in organizational settings23. Druskat and Wolff14 reported that El is essential for executives to develop their effectiveness. Goleman et al29 argued that El is twice as important as IQ and technical skills. …

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