Understanding leader emotional intelligence and performance

Abstract

The concept ofleadership has been well-researched since the antiquated times. Over the years, the studies have yielded a plethora of works and data relevant to transactional and transformational leadership (1L). There are numerous definitions of such leadership that have come to light however these definitions have always been debatable. Most scholars agree that the concept ofleadership does not ascribe to one specific definition. Burns 'however, provided the following definition ofleadership in his landmark publication, leadership: "Leaders inducing followers to act for certain goals that represent the values and the motivations- the wants and needs, the aspirations and expectations-- of both leaders and followers. Moreover, the geniusofTL lies in the manner in which leaders see and act on their own and their followers' values and motivations." This is reflected throughout history as the evolvement of many leaders has left lasting marks and impressions upon the world. Well-known leaders such as Julius Caesar, Napoleon Bonaparte, Winston Churchill, Adolph Hitler, Josef Stalin, Mahatma Gandhi, and Martin Luther King, Jr. endowed superior qualities that difTerentiated them from followers. The TL traits possessed by these leaders arc having definite link with some of the constructs of emotional intelligence (EI) of inspired others to become devoted followers who were committed to their cause. Leadership in this sense is an aspect of power, but unlike power, leadership is inseparable from followers' needs and goals. It has been found that transformational behaviors on the part ofleaders promote empowering cultural norms, high levels of subordinate motivation, commitment to quality, and enhanced productivity.