Leadership Style and Emotional Intelligence

In recent years, many researchers have been attracted by the topic of emotional intelligence (EI) and leadership style. Their interest in the area is based on claims that effective leadership style and Emotional Intelligence are linked. Therefore, the purpose of this research is to examine the relationship between Emotional Intelligence and leadership style giving emphasis to transformational in organizations and countries by incorporating the concept of organizational culture. The future existence of agencies has been determined primarily by their ability to adapt to continuous change. As such, the study also looks into unveiling the actual role of gender in determining leadership style and Emotional Intelligence as effective areas of organizational behavior. In concluding the research, the study looks at limitations and gives recommendations for further studies in this field.

Emotional intelligence has been defined as the ability to monitor one's own and others' feelings and emotions because it is a subset of social intelligence. Therefore, it discriminated among them, and this information is used in guiding one's actions and thinking (Lam & Higgins, 2013; Quader, 2011). Emotional intelligence is also defined using five dimensions; self-regulation, social skills, self-awareness, empathy and motivation (Lam & Higgins, 2013; Mandell & Pherwani, 2003; Quader, 2011). In contrast, leadership style considered three types: transactional, transformational and laissez-faire, but the focus of this study will be of transformational leadership style. The transformational style is characterized by leaders who modify the needs, preferences, and aspirations of followers as they wish from self-interest to collective interest (Lam & Higgins, 2013; Genderen, 2012). Other definitions of transformational leadership are the ability of a leader to influence the beliefs, behaviors, and attitudes of others by working with and through them in accomplishing organizational mission and purpose. In essence, a transformational leader is one who elevates his followers' desire for achievement and self-development while promoting the development of groups and organizations (Genderen, 2012).

Today's world is fast-paced, and the complexity of business environments has forced the organization to employ leaders with strong managerial, intrapersonal and interpersonal skills (Lam & Higgins, 2013). For the last decade, we have seen how effective leadership has relied on interpersonal skills. Businesses continue to evolve; it has become vital for managers to change their skills, attitudes, and knowledge. Moreover, they have been forced to redefine their functions in the organization and look at Emotional Intelligence as key in being socially effective and hence, a key determinant of effective leadership. Accordingly, intelligence quotient scores (IQ) were used in measuring intelligence but today, academicians also look into emotional and social components as components of intelligence (Mandell and Pherwani, 2003; Genderen, 2012). Mandell and Pherwani have presented skills like conflict management, flexibility, social reasoning and persuasion as requirements for a leader to address ascending levels in the organization. In this case, the model of organizational leadership in question gave emphasis to the important role played by social intelligence in organizational leadership. Emotional intelligence has two models ability model (capabilities emerging from feelings like perception and reasoning without information) and mixed model (an ability with social behaviors and traits) often seen as unique human abilities (Mandell and Pherwani, 2003). Genderen's article asserts that Emotional Intelligence has been developed into three related approaches: The ability-based model, personality-based model and a competency-framed "mixed" model (2012).

Leadership style is an essential component considered by managers because it rolls down to their functions and the success or failure of their organization. For organizational leaders and their subordinates, transformational leadership has been considered necessary as it produces positive outcomes in corporate settings since it correlates positively with organizational success, team performance, consolidated-business-unit performance, and subordinates' satisfaction and extra effort (Lam & Higgins, 2013, p. 442). Leadership is the interaction of influences with other individuals. With the ensuing interaction, emotional awareness and emotional regulation become essential factors determining the success and sustainability of the interaction (Quader, 2011). Research conducted shows evidence of effective leadership style enhancing the trust of its subordinates, their affective commitment. Therefore, it is morally uplifting to exercise transformational leadership style as it has a moral dimension (Lam & Higgins, 2013).

When looking at EI and technical skills of managers, they matter as threshold capabilities because a person can be incisive without them. Even with smart ideas and the best training, someone may fail to be a good leader because he or she lacks EI skills. The correlation between transformational leadership and EI exist as characterized by inspirational motivation and individualized consideration relating to emotional monitoring and emotional management in others and oneself (Genderen, 2003; Quader, 2011). By having a positive relationship between transformational leadership and EI, it benefits organizations in ways such as identifying and training of potential leaders is possible. Measures of Emotional Intelligence are valuable tools for an organization when it comes to hiring, promoting and developing organizational leaders (Mandell & Pherwani, 2003). The leaders who continue to motivate their subordinates to work towards attaining common organizational goals, and pay particular attention to subordinates needs of achievement and development reported managed and monitored emotions within themselves and others (Lam & Higgins, 2013).

Globalization has stressed the growing need for greater understanding of similarities and existing differences between managers, foreign cultures and business environments (Genderen, 2012). Research shows that the EI score of females is higher than that of their male counterparts (Mandell & Pherwani, 2003). By having high EI scores, it is purported to be essential for the success of leadership in organizations and literature have initiated proposals concerning EI having a link with the transformational style of leadership. Moreover, high EI scores make work pleasant and efficient as it relates to various job-related outcomes that include performance, citizen behavior, leadership success, academic success and retention and quality problem-solving techniques (Lam & Higgins, 2013). For instance, the dimensions under scrutiny for transformational leadership are 'individualized consideration', 'inspiration,' and the ability to motivate others (Genderen, 2003, p. 233). Lam and Higgins see EI as important for groups, individuals and organizations because it has a positive influence on employees' work behaviors, attitudes, and performance (2013). Limitations and Recommendations
The most common limitation for this research includes time and the working environment. Additionally, Emotional Intelligence lacks construct and measures and the scales used to measure EI are not completely accepted. For most researchers, they are of the opinion that a more valid measure of core EI requires testing tasks and exercises rather than self-reporting. As such, the measure has some weaknesses, and future research must consider different measures when examining leadership styles. Besides, the research must examine larger and more similar sample of leaders that are more consistent to advocate for the validity of research findings. Lastly, it is advisable for investigators to use a larger sample when examining gender differences so that different components of EI are reviewed. This will establish the elements of females with higher scores than males. Conclusion
The scholarly review of the literature has provided this study with a gender comparison between two work-related aspects: Leadership Style and Emotional Intelligence. Results from the study indicate the Interpersonal component of EI favoring women, but no evidence has been given showing women to be less effective leaders than their counterparts, men. EI has been practically associated with transformational leadership style in modern, valid and demanding approaches as it reveals more about the self than simple, practical concerns when it comes to tasks completion. As for leadership style, it is important to consider that certain types of occupations call for different kinds of leaders. However, effectiveness must be considered when leadership styles are appraised in terms of versatility in dealing with problems wholly irrespective of the underlying circumstances.

References

Genderen, E.V. (2012). The Relationship between Emotional Intelligence and Leadership Style: A Comparative-Gender Study. Review of International Comparative Management, 13(2), 224-236

Lam, C.S., & Higgins, E.O. (2013). Emotional Intelligence and Leadership Styles in China. Asia Pacific Management Review, 18(4), 441-467

Mandell, B. & Pherwani, S. (2003). The relationship between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison. Journal of Business and Psychology, 17(3), 387-404

Quader, M.S. (2011). Leadership Style and Emotional Intelligence: A Gender Comparison. Annamalai International Journal of Business Studies & Research, 3(1), 1-23.