The Relationship of Emotional Intelligence and Transformational Leadership Behavior in Texas AgriLife Extension Service Mid-Managers

• Main Author: Burkham, Angela B.
• Other Authors: Doerfert, David
• Format: Others
• Language: en_US
• Published: 2010
• Subjects: emotional intelligence; leadership
• Online Access: http://hdl.handle.net/1969.1/ETD-TAMU-2010-08-8585

The purpose of the study was to examine the relationship between emotional intelligence and leadership styles among Texas AgriLife Extension Service mid‐managers. A web based three part instrument was administered to participants. A general questionnaire about demographics, work history and views of leadership was part one. The Multifactor Leadership Questionnaire (MLQ form 5x) developed by Avolio and Bass examined the leader’s self reported leadership style. The MLQ identifies scores for transformational, transactional and laissez‐faire leadership styles and those were compared with scores on the BarOn Emotional Quotient Inventory Test (EQ‐i). An independent samples t test was performed to assess whether the mean EI subscales scores for the high transformational leadership group differed significantly from the low transformational leadership group. Six EI constructs were statistically significant in relation to transformational leadership behavior. The six were: optimism, happiness, empathy, interpersonal relationships, self‐regard, and stress tolerance. An independent samples t test was performed to assess whether the mean EI subscales scores for the high transactional leadership group differed significantly from the low transactional leadership group. Social responsibility was the one EI construct that was statistically significant in relation to transactional leadership behavior. The findings from this study indicate the leaders can develop and strengthen emotional intelligence and in doing so can more likely exhibit the use of transformational leadership behaviors. Further study would be needed to demonstrate the extent of possible application, but it is commendable that if leaders are trained in EI and those skills are fostered, they will be more likely to utilize transformational leadership further resulting in organizational effectiveness and follower satisfaction.