University_thailand_student_resilience_Chapter2_Part21_v2.docx - The result of their research found the result as same as Church(1999 Atwater and

University_thailand_student_resilience_Chapter2_Part21_v2.docx

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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 ddhgakdhd asdhgdhD dhdghsgdhsd dhsgdhsd svhkdgkhsad fhagdshd sdshdhkasd sdhkhdshds 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.
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