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1 Relationship between Emotional Intelligence and Transformational Leadership: A Cross-Cultural Study M. Afzalur Rahim Center for Advanced Studies in...

1. How would you characterize Gore’s organizational structure using terms from this chapter? For example, is it mechanistic or organic? How might this structure influence Gore’s strategy?
organizational behavior page 594 case incident 2 13edition

Relationship between Emotional Intelligence and Transformational Leadership: A Cross-Cultural Study M. Afzalur Rahim Center for Advanced Studies in Management 1574 Mallory Court Bowling Green, KY 42103, USA Phone/Fax: 270–782–2898/2601, Email: [email protected] Clement Psenicka Management Department Youngstown State University Youngstown, OH 44555 Phone: 330–757–8188, Email: [email protected] Sae-Yoon Oh Department of Public Administration Honam University 59-1 Seobong-Dong Gwangsan-Gu, Gwangiu-City, South Korea Phone/Fax: + 82-62-940-5243/5227, Email: [email protected] Panagiotis Polychroniou University of Ioannina 2, G. Seferi St. Agrinio, Greece Phone/Fax: 0030-26410-39523/39579, [email protected] Joao Ferreira Dias ISCTE - Portugal Edificio ISCTE (cacifo 238-B) Av. das Foras Armadas, 1649-026 LISBOA, Portugal Phone: +(351)938450825, Email: [email protected] Md. Sahidur Rahman Shameema Ferdausy University of Chittagong Department of Management Chittagong, Bangladesh Phone/Fax: 880-31-716552/726310, Email: [email protected], [email protected] Running head: Social Competence, Emotional Intelligence, Transformational Leadership 1
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Abstract This study investigated the relationship between emotional intelligence—empathy and social skills—and transformational leadership. Questionnaire data on emotional intelligence and transformational leadership for this study were collected in five countries (U.S., Greece, Portugal, South Korea, and Bangladesh) from observers (an MBA student and two of his/her colleagues who had the same supervisor, N = 685 triads). In other words, three observers rated their common supervisor on the independent and criterion variables and the scale for each variable was created by averaging responses to its items for each group (triad). Empathy was positively associated with transformational leadership in all the five countries. Social skills was positively associated with transformational leadership in the U.S., Greece, South Korea, and Bangladesh, but not in Portugal. Overall, there were similarities in the results between the individualistic (U.S., Portugal, and Greece) and collectivistic (South Korea and Bangladesh) cultures, only one of the ten regression coefficients was not significant. The implications of the study are that supervisors need to acquire and use their empathy and social skills competencies to enhance their own transformational leadership. Appropriate interventions may be needed to enhance their social competencies that would involve education and specific job-related training. Managers should also be encouraged to enhance their skills through continuous self-learning. An important area of future research concerns carefully designing and evaluating the effects of EQ training of supervisors in enhancing subordinates’ motivation, job performance, and satisfaction. Field experiments are particularly useful in evaluating the effects of EQ training on individual and organizational outcomes. 2
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