Leadership and Emotional Intelligence

the theories together (Bono & Judge, 2004; Cable & Judge, 2003; Chan, Lim, &
Keasberry, 2003; Northouse, 2007; Parry & Proctor-Thomson, 2003). Transformational
leadership attributes are idealized influence, inspirational motivation, intellectual
stimulation, and individual consideration (Bass, 1985; Burns, 1978). This leadership
style “involves the cultivation of competencies that incorporate self-awareness and self-
management, relationship management, and task fulfillment” (Phipps & Prieto, 2011, pp.
136 - 137 ). Leadership effectiveness was associated with transformational leadership in a
number of studies cited by Yukl (2012). Transactional leadership attributes are reward
contingencies, management by exception (active and passive) and, at its most dormant,
laissez-faire (i.e., leadership avoidance) (Northouse, 2007).
Bono and Judge (2004) reviewed the association between personality style and
transformational and transactional leadership. Overall, the relationships were found to be
weak. For instance, the results indicated that transformational leadership was less
vulnerable to personality style than hypothesized. How to develop a nascent leader to
become effective is not dictated by the leader’s personality. To that end, Chan et al.
(2003) found that transforming an organization’s capacity to learn is more effective at the
team or group level than at the individual level. In testing their hypotheses, “interestingly
and contrary to expectation, individual learning was not significantly related to any
organizational learning constructs of commitment to ... shared vision and open-
mindedness [however] external team learning was significantly related to all
organizational learning variables” (Chan et al., 2003, p. 231).
In stark contrast was research by Aguinis and Kraiger (2009), which summarized
longitudinal studies of leaders who received training on transformational leadership.