Respond to the following discussion questions:
- Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
- sharing practical examples of key concepts from your professional or personal experiences
- Make sure your writing
- is clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Based on the Brown and Moshavi (2005) article, examine the linkage between Emotional Intelligence (EI) and Transformational Leadership (TL).
- Analyze the impact of a leader’s emotional intelligence on transformational leadership.
- Identify and discuss three examples of positive emotions that impact transformational leadership
In order to examine the linkage between and EI and TL, one must first have an understanding of what each of these terms means. EI is a type of social intelligence that should not be confused with general intelligence or a leader’s knowledge as it relates to a particular job or skill-set. Rather, EI is the ability to monitor emotions – both one’s own and the emotions of others, analyze those emotions, and use the deduced information to guide future thinking, actions and decisions. Bown and Moshavi advocate that individuals who have levels of emotional intelligence are able to “perceive emotion, to integrate it in though, to understand it, and to manage it.”
TL is one in which a leader works with followers to determine what needs to be change. The leader works to yield change in an organization through inspiration and working with committed followers to execute this change. The article suggests that there could be a relationship between EI and TL. This makes sense as the traits of emotionally intelligent people should naturally work in concert with the three major facets of transformational leadership (individualized consideration, intellectual stimulation, and inspirational motivation). The article highlighted some interesting thoughts about the EI-TL relationship such as whether or not an increased level of EI would cause a person to be more prone to executing the transformational leadership style, the attributes of one with increased EI may help a leader maintain an interactive relationship between EI and TL. And, of course, there is the possibility that EI and TL are independent. In this case, EI would be directly responsible with outcomes and the chosen leadership approach would have no effect.
I believe that in order for a leader to be truly transformational, his/her leadership qualities must be rooted in high levels of EI.
Three positive emotions that can impact transformational leadership are: 1) Positive Attitude – Positive attitudes can be infectious. The positive attitudes of transformational leaders can help encourage followers to reach their full potential. 2) Positive Individualized Influence – this happens when a leader can earn the trust and respect of his/her followers by doing the right thing and serving as role models. This goes hand-in-hand with be an ethical leader. 3) Inspirational Motivation – this could be seen a leader’s charisma. Transformational leaders inspire their followers to do great things. This is done by communicating expectations through metaphors and other symbols (as we learned earlier in this course).
References:Brown, F. W., & Moshavi, D. (2005). Transformational leadership and emotional intelligence: a potential pathway for an increased understanding of interpersonal influence. Journal of Organizational Behavior, 26(7), 867–871.
Kumar, S. (2014) Establishing linkages between emotional intelligence and transformational leadership. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4261205/
Modassir, A. (2008). Relationship of emotional intelligence with transformational leadership and organizational behavior. International Journal of Leadership Studies, 4 (1), 3-21.
Transformational Leadership (TL) is one of the most utilized approaches of leadership. TL transforms both the leader and the follower when implemented. The change is contributed to the organizational changes and through employee empowerment (Argosy, 2017). Emotional Intelligence (EI) and TL have a strong relationship. EI shows how to view emotions towards different situations while still being able to show emotion for others. TL is concerned with many factors including emotions, values, ethics, standards, and setting long term goals (Northouse, 2013).
According to Brown and Moshavi (2005) there is a strong connection between TL and EI. As TL has a focus on emotions, EI expands how these emotions may be interpreted in the workplace. Calling EI the new “X” factor in TL, Brown and Moshavi (2013) believe that leaders should review the importance it has within TL. Those who posses EI have been shown to feel more secure in their ability to influence life events and have been able to motivate others through individual focus and intellectual stimulation (Brown and Moshavi, 2013). Leaders who incorporate TL are able to put themselves on the same level as their followers to help motivate them to reach their goals. TL can be very rewarding for the leader and the follower. Leaders who possess EI will be able to lead their followers and adapt their emotions to the situation and provide better results.
Emotions are the forefront of EI and are incorporated in the TL theory. Leaders should practice and include some of the following emotions that could positively impact TL which are integrity, justice and self-awareness. As a leader, it is important to possess moral principles and understanding and being honest. Leaders should treat all followers fairly and display the same type of treatment. Leaders must understand their own skills and knowledge and work to expand their followers and groups knowledge to obtain those needed additional skills. TL is an approach to leadership that will continue to be popular. Many leaders want to be transformational, however are not there yet to lead their followers to be transformed while transforming themselves in the process.
Argosy University (2017). Foundations of Leadership. Module 5. Leadership MEmber Exchange Theory and Transformational Leadership. Retrieved frommyeclassonline.com
Brown, F. W., & Moshavi, D. (2005). Transformational leadership and emotional intelligence: A potential pathway for an increased understanding of interpersonal influence. Journal of Organizational Behavior, 26(7), 867–871. doi: 10.1002/job.334
Northouse, P. G. (2013). Leadership: Theory and practice 6th Ed. Oaks, CA. Sage