The result of their research found the result as same as Church (1999),
Atwater and Yammarino (1sshds9sdsd90) and Velson, et.al. (1993), they revealed the same
finding that the supervisors who estimated hdsjsdsd dhdashds dshdhsdsd sdhgshds
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dvwgews adhasgdhd sdhsdsd sdasdhsd their managerial skills that are lower than
their real ability, they could be more successful than supervisors who expected
themselves relating their managerial skills that higher than their real ability.
2.5.2 The Relationship between Emotional Intelligence and Transformational
Leadership
In the prior section, the researcher separated emotional intelligence and
transformational leadership. In this section, both constructs are mixed with each other
to consider how the relationship between both constructs is. This part tries to
investigate how emotional intelligence relates to transformational leadership. Two
separate studies were conducted by Moss, dhhdghasd dashkdshdd asdsahdgsahdd
sadhgadsdasdhksadsad dsahdhasgdghas dhgd Ritossa, and Ngu (2006) including Wong
and Law (2002). These studies tried to link how leadership behaviors linked to
emotional intelligence, and when both aspects were mixed with each other, how the
outcomes or the performance was. The findings were shown that leaders could
motivate and understand subordinates by udhhgdsd dshgdhasd dshdasgdhsad dhadshad
dqwgqsdhsdhd dsdghkgdssd dsdghksadsa hsadhs sing desirable emotion, Kerr, Garvin,
Heaton, and Boyle (2006) also agreed with both teams of previous researchers,
believing that leadership’s effectiveness is related to emotional intelligence.
