Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison

By Barbara D. Mandell, S. Pherwani. 2003

608 citations recorded by the source corpus.

Subfields: Leadership and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/14e2f0981bdf81b028f95543d41bc462407adfbd

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Leadership and Management

1. N. Clarke
2. Uma Jogulu
3. Darlene D. Bay
4. Kim McKeage

In Social Psychology

1. M. Gunkel
2. M. Coetzee
3. H. Zacher
4. Darlene D. Bay
5. Kim McKeage
6. Nico Martins
7. L. Pearce
8. Y. Stys

Citations in the corpus

• Organisational culture, employee satisfaction, perceived leader emotional competency and personality type: An exploratory study in a South African engineering company (2007, background): “This ability entails a unique set of competencies described by the so-called mixed models of emotional intelligence (Mandell & Pherwani, 2003; Wolmarans, 2002) and includes, for example, competencies such as the following: l Emotional literacy (individuals’ awareness and understanding of their own…”
• Emotional Intelligence in Undergraduate Accounting Students: Preliminary Assessment (2006, methodology): “…most frequently-cited ability measure is the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) or its forerunner the Multifactor Emotional Intelligence Scale (MEIS) (see, for example, Matthews et al., 2002; Ashkanasy and Dasborough, 2003; MacCann et al., 2003; Mandell and Pherwani, 2003).”
• Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “Emotional intelligence has been shown to be related to leadership behavior (Barling et al. 2000; Greaves et al. 2013; Mandell and Pherwani 2003).”
• A Review of the Emotional Intelligence Literature and Implications for Corrections (2004, background): “In a study examining transformational leadership and emotional intelligence in 32 individuals in management positions, Mandell and Pherwani (2003) found that level of emotional intelligence (as measured by the Bar-On Emotion Quotient Inventory) was significantly related to transformational…”
• Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors (2012, unknown): “…and popular press literature has focused almost exclusively on leader Emotional Intelligence (EI; George, 2000; Goleman, Boyatzis, & McKee, 2002; Mandell & Pherwani, 2003; Wong & Law, 2002) or displays of discrete emotions and their blends (e.g., Bono & Ilies, 2006; Lewis, 2000; McColl-Kennedy…”
• Social and emotional competencies predicting success for male and female executives (2008, background): “Female leaders have also been found to rate higher than male leaders on measures of emotional and social intelligence (Boyatzis and Sala, 2004; Brackett et al., 2006; Ciarrochi et al., 2000; Mandell and Pherwani, 2003; Schutte et al., 1998).”
• The Relationship Between Transformational Leadership and Emotional Intelligence from a Gendered Approach (2012, background): “Mandell and Pherwani (2003) pointed out that emotional intelligence predicts transformational leadership regardless of gender.”
• Increasing transformational leadership through enhancing self‐efficacy (2010, background): “Because higher levels of emotional intelligence have been found to be associated with more transformational leadership (Mandell and Pherwani, 2003), higher levels of emotional intelligence may facilitate acquisition of transformational leadership self-efficacy and transformational leadership behavio”
• Transformational leadership as a mediator between emotional intelligence and team outcomes (2011, background): “A growing body of studies has shown that emotional intelligence is inherently associated with transformational leadership (e.g., Barling, Slater, & Kelloway, 2000; Leban & Zulauf, 2004; Mandell & Pherwani, 2003).”
• The role of leadership theory in raising the profile of women in management (2006, background): “The leader achieves this stimulation by creating an awareness of the mission of the organisation and develops followers to a ‘‘higher level of ability and potential’’ ( Mandell and Pherwani, 2003, p. 390 ).”
• An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, unknown): “…Groves, 2005; Middleton, 2005; Palmer, Walls, Burgees, & Stough, 2001; Walter & Bruch, 2007) and mixed-model EI (Barbuto & Burbach, 2006; Barling, Slater, & Kelloway, 2000; Mandell & Pherwani, 2003; Sosik & Megerian, 1999; but see F. W. Brown, Bryant, & Reilly, 2006) in numerous field studies.”