The role of leaders in the present-day service-oriented organizations entails inspiring and motivating subordinates, promoting positive work-related attitudes, and developing a feel of both importance and involvement in and with subordinates. The aforementioned modern leadership tasks place novel demands on programs designed to teach people requisite skills and transform them into leaders. There are also increased demands on companies engaged in choosing leaders, to identify key leadership skills in the candidate pool. Consequently, researchers have focused on examining the fundamental characteristics and performance of successful leaders who effectively assume the mentioned modern leadership responsibilities, to determine leadership training and selection conditions for recruiting and developing efficient corporate leaders. Emotional intelligence, defined as a collection of skills, partly indicating an individual's effectiveness in tackling personal as well as others' emotions, is one of the variables (that have recently become popular) identified as a prospective fundamental leadership trait (Palmer et al. 2001). This paper aims at analyzing whether or not emotional intelligence (EI) in leaders influences their preference for diverse means of integrating their leadership behaviors/actions (Li et al. 2016).Scholars in the field hypothesize that leaders' effective handling of emotions can influence how they address subordinates' needs, successfully motivate subordinates, and ensure they "feel good'' at the workplace. It is believed that key modern-day leadership abilities rely partly on EI-linked skills and...

The precise way and extent of EI's contribution to sound leadership is as yet unknown. In spite of the considerable interest currently taken in finding an association between successful corporate leadership and EI, not many researchers have studied the association comprehensively (Palmer et al. 2001).
Emotional Intelligence influences numerous approaches to leadership, especially the transactional and transformational leadership approach. The latter approach, wherein leaders inspire coworkers and subordinates to take a novel perspective to their routine tasks, needs more attention, as it is regarded as most closely linked to EI. Meanwhile, the transactional approach to leadership entails performance-linked employee censure or rewards (Quader, 2011). Research has also determined links between EI characteristics and transformational leadership; transformational leadership is relatively less related to social intelligence, while its link with cognitive intelligence is the weakest. Leaders govern whether or not the corporate ladder leans on the correct wall. Leadership charisma and associated emotional aspects are typically regarded as a criterion for transformational leaders (Quader, 2011). In fact, a number of research scholars claim that transformational managers display the EI sub-elements of compassion, self-awareness, self-assurance, and inspiration (Quader, 2011).

One research evaluated EI using a revised Trait Meta Mood Scale (a multiple-factor leadership skills questionnaire) among 43 corporate managers. Study authors identified efficient managers as those displaying transformational, and not…