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 samefinding that the supervisors who estimated hdsjsdsd dhdashds dshdhsdsd sdhgshdsddhgakdhd asdhgdhD dhdghsgdhsd dhsgdhsd svhkdgkhsad fhagdshd sdshdhkasd sdhkhdshdsdvwgews adhasgdhd sdhsdsd sdasdhsd their managerial skills that are lower thantheir real ability, they could be more successful than supervisors who expectedthemselves relating their managerial skills that higher than their real ability.2.5.2 The Relationship between Emotional Intelligence and TransformationalLeadershipIn the prior section, the researcher separated emotional intelligence andtransformational leadership. In this section, both constructs are mixed with each otherto consider how the relationship between both constructs is. This part tries toinvestigate how emotional intelligence relates to transformational leadership. Twoseparate studies were conducted by Moss, dhhdghasd dashkdshdd asdsahdgsahddsadhgadsdasdhksadsad dsahdhasgdghas dhgd Ritossa, and Ngu (2006) including Wongand Law (2002). These studies tried to link how leadership behaviors linked toemotional intelligence, and when both aspects were mixed with each other, how theoutcomes or the performance was. The findings were shown that leaders couldmotivate and understand subordinates by udhhgdsd dshgdhasd dshdasgdhsad dhadshaddqwgqsdhsdhd 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.