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).

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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…