The relationship between emotional intelligence and leadership styles in the South African petrochemical industry

• Main Authors: Maggie Pillay, Rian Viviers, Claude-Helene Mayer
• Format: Article
• Language: English
• Published: AOSIS 2013-11-01
• Series: SA Journal of Industrial Psychology
• Subjects: Emotional intelligence; Transformational leadership; Transactional leadership; Laissez-faire, Effective leadership
• Online Access: https://sajip.co.za/index.php/sajip/article/view/1109

Orientation: Although research on emotional intelligence in the context of leadership has remained a recurrent area of interest in theory and practice during the past decade, ongoing debate continues regarding the contribution of emotional intelligence to the understanding of leadership. Research purpose: The aim of this study was to determine the relationship between self-reported emotional intelligence and leadership styles in a South African context and to determine whether emotional intelligence can predict an effective leadership style. Motivation for the study: Research is needed in order to determine a more detailed relationship between emotional intelligence and leadership in the dynamic and globalising South African petrochemical context. Research design, approach and method: The study was conducted in terms of a positivist paradigm, using quantitative research instruments. Leaders (N = 161) were selected from a business unit in a South African petrochemical organisation. Self-reports from the emotional quotient inventory and the Multifactor Leadership Questionnaire (MLQ Form 5X, Version 2009) were analysed. Correlation analyses indicated statistically-significant relationships between emotional intelligence and transformational and laissez-faire leadership. Main findings: Findings indicated positive correlations between self-reported emotional intelligence (specifically adaptability) and transformational leadership. Negative correlations were obtained between emotional intelligence (specifically intrapersonal skills) and laissez-faire leadership. The research also showed differences between specific demographic variables. Practical/managerial implications: This study provides valuable significance for organisations’ endeavours in improving, training and identifying alternative selection and assessment procedures for evaluating leaders’ strengths. Contribution/value-add: This research contributes to the South African research on emotional intelligence and leadership styles and thereby adds context-specific value to the topic within a specific cultural and organisational context.