The relationship between emotional intelligence and transformational leadership at Nedbank.

Abstract

Objective: The purpose of this study was to explore the relationship between emotional intelligence competencies in leaders and its perceived influence on transformational leadership. Background: Emotional intelligence has developed considerably from both a research and academic perspective. This could be driven by the data and studies that allude to the notion that a high degree of emotional intelligence can lead to enhanced thinking and behaviour. The study of emotional intelligence and its relative linkage to the discipline of leadership debate not only the corroboration of the evidence around the predictive power of emotional intelligence for workplace results, but also tests the validity of the construct, its measurement capability and the value of emotional intelligence (Dasborough et al., 2022, p.2). Transformational leadership embodies charisma and relates to the feeling of moods, and attitudes that acts as a catalyst to accelerate change in the organisation (Shrestha, 2020, p.112). The literature identifies the transformational leadership concepts in the four categories of Intellectual stimulation, Individualised consideration, Idealised influence (Charisma) and Inspirational motivation. (Bradberry & Greaves, 2009, p.5) deduced that emotional intelligence is rooted in elements of human behaviour and is distinctly separate from intellectual ability. They go on to further articulate that these set of skills can through practice be acquired and improved on (Bradberry & Greaves, 2009, p.19). It was thus necessary to pursue an empirical study to investigate and better understand the phenomena termed emotional intelligence in relation to transformational leadership and to broaden the knowledge gap to include a more informed and tangible link between the construct’s theory and practice. Methods: Included in this study are three main aspects that help elucidate the relationships among emotional intelligence and transformational leadership competencies. Chapter two covers the theoretical aspects from current literature that addresses leadership, its traits and styles as well as emotions, emotional intelligence and transformational leadership characteristics. Chapter three introduces a framework of the research methodology and the data collection. Primary data was gathered using a quantitative study that was aimed at exploring the relationship between emotional intelligence and transformational leadership. Emotional Intelligence was measured using the using the Emotional Intelligence Questionnaire (EIQ). This questionnaire covered five fundamental areas on emotional intelligence namely selfawareness, managing emotions, motivating oneself, empathy and social skills. Transformational leadership was tested using the Multifactor Leadership Questionnaire (MLQ) which covered three leadership styles and their dimensions. Chapter four explained the twopronged study that addressed the research questions and the hypothesis relationship between EI and TL, its analysis and discussion. Chapter five presents the concluding remarks related to the objectives of the study and the recommendations for future research. Results: This study investigated and analysed the relationship between the overall emotional intelligence (EI) components and transformational leadership (TL). The results indicated that there was a relationship between empathy as an inherent factor of EI on TL. The study also revealed the relationship between leaders' EI abilities and their TL style and demonstrated that leaders with high emotional intelligence are more likely to be attentive to their own and others' needs and knowledgeable of how to make the best judgments possible to meet the requirements of all parties involved. The favorable connections across EI components and TL further support the findings of earlier research that revealed positive correlations between EI and idealised influence, inspiring motivation and individualized consideration which were all components of TL. The results indicate that the emotional intelligence and its related constructs will positively relate to transformational leadership. Conclusion: This study analysed the significance of emotional intelligence on transformational leadership for managers in Nedbank. The paper empirically studied the five constructs that influenced emotional intelligence namely (self-awareness, self-regulation, motivation, empathy and social skills). In addition, the research also addressed transformational leadership (inspirational motivation, idealised influence, intellectual stimulation and individualized consideration). Multiple regression and correlation analysis were performed that tested the relationship between emotional intelligence and the transformational leadership style. The research supports further consideration of including EI in team training programmes to enhance the work environment.