Emotional Intelligence and Transformational Leadership Style
This paper examines the proposed relationship between emotional intelligence (EI) and the transformational leadership style. Drawing on four empirical studies, the paper evaluates whether leaders with high emotional intelligence are more likely to adopt transformational leadership behaviors. The review finds mixed evidence: some studies identify a significant predictive relationship, while others point to cultural variables, gender differences, and the multidimensional nature of EI as complicating factors. The paper concludes that while transformational leaders tend to exhibit higher EI, the reverse is not necessarily true, and that further research is needed to clarify the directional and cultural dimensions of this relationship.
- Introduction: EI as a contributor to transformational leadership success
- Emotional Intelligence and Leadership Style: Mixed study findings on EI and leadership dimensions
- Cultural and Gender Dimensions: Cultural context and gender complicate EI-leadership links
- Contrasting Findings and Directional Differences: Directional study design reveals transformational leaders have high EI
- Conclusion: Further research needed on EI and leadership mechanics
✍️ How to write this paper — guide, tools & examples ▾
What makes this paper effective
- The paper synthesizes multiple empirical studies in a logical sequence, presenting both supporting and contradicting evidence before drawing a measured conclusion.
- It identifies methodological differences across studies — particularly the distinction between measuring EI directly versus measuring EI training — as a source of divergent findings, showing critical analytical thinking.
- The conclusion is appropriately cautious, avoiding overstating what the evidence supports while still identifying clear directions for future research.
Key academic technique demonstrated
The paper demonstrates comparative literature review technique: each study is not only summarized but evaluated against the central hypothesis, with attention to direction of inquiry (EI → leadership style vs. leadership style → EI). This bidirectional framing is a strong analytical move that distinguishes this review from a simple annotated bibliography.
Structure breakdown
The paper opens with a theoretical framing that positions emotional intelligence within the transactional-transformational leadership debate. It then reviews four studies in turn, grouping findings thematically (EI subdivisions, cultural context, gender, and directional differences). A synthesis paragraph evaluates methodological variation, and the conclusion identifies open questions for future research. The structure is front-loaded with hypothesis, evidence-tested in the middle, and resolved — provisionally — at the end.
Introduction
Research on leadership outlines a number of different hypotheses regarding leadership style that have emerged over the years. At the intersection of traits and more progressive views of leadership style is the idea that emotional intelligence is a significant contributor to leadership success. Similarly, it has become leadership orthodoxy that transformational leaders are more successful than transactional ones. Given that transformational leadership requires the leader to inspire and motivate followers, and that a high degree of emotional intelligence would reasonably be thought to aid in this, the hypothesis can be formed that leaders with high emotional intelligence are more likely to be transformational leaders — and more successful ones as well.
Emotional Intelligence and Leadership Style
Several studies have explored the link between emotional intelligence and the transformational leadership style. Quader (2011) notes that emotional leadership can be subdivided into five different areas. Of these, three are more associated with transactional leadership: self-awareness, self-motivation, and emotional mentoring. As such, Quader was unable to derive a specific link between high emotional intelligence and transformational leadership, and indeed found stronger evidence of links with transactional leadership. One reason, perhaps, is that transactional leadership also requires motivation — perhaps more than transformational leadership — because the work normally associated with that style is less inherently inspiring. A transactional leader must get workers to engage with work that is not naturally engaging.
Other studies have also sought to explore the link between emotional intelligence and transformational leadership. Leban and Zulauf (2014) found that "emotional intelligence training may be able to address only three of the four 'I's of transformational leadership: idealized influence, inspirational motivation, and individualized consideration," while not addressing intellectual stimulation. While the authors conclude there to be a reasonably strong relationship between emotional intelligence and transformational leadership, they do find that it is not a complete alignment. They acknowledge that "intellectual stimulation may require conventional intelligence not amenable to improvement through training." A key takeaway here is the reminder that their study focused on emotional intelligence training, rather than emotional intelligence itself. It is reasonable to expect that there is a correlation between the two, even if training is an imperfect proxy for actual EI level.
Conclusion
In conclusion, there is still good reason to continue exploring the links between emotional intelligence and transformational leadership. Some studies find a link, while others do not. The more recent studies also break down emotional intelligence into multiple distinct dimensions — a natural response to prior inconclusive findings — suggesting that there may be links to specific individual traits that comprise emotional leadership rather than to EI as a whole.
It appears, therefore, that this topic will be subject to ongoing study. The transformational leadership style is associated with higher levels of organizational performance, but it remains unclear whether emotional intelligence is linked to this performance advantage — and if so, in what specific way. Future studies will surely illuminate the mechanics of any such relationship more fully than has been possible to this point.
References
Leban, W., & Zulauf, C. (2014). Linking emotional intelligence and transformational leadership styles. Leadership and Organizational Development Journal, 25(7), 554–564.
Mandell, B., & Pherwani, S. (2003). 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.
Van Genderen, E. (2012). Relationship between emotional intelligence and leadership style: A comparative-gender study. Review of International Comparative Management, 13(2), 224–236.
Create your account
Always verify citation format against your institution’s current style guide requirements.