Relationship of Transformational Leadership and Emotional Intelligence among Team Leaders in IT (Software) Companies in India
Keywords:
Leadership, Transformational Leadership, Transactional Leadership, Laissez-faire leadership, Emotional intelligenceAbstract
Transformational leadership theory was developed by Burns (1978) and later enhanced by Bass and others. Transformational leadership theory evidence that the leader’s ability to motivate the follower to accomplish more than what the follower planned to accomplish. Emotional Intelligence enables a person to deal with just about anything with a measure of balance and maturity. An emotionally intelligent person has a deeply rooted sense of self which helps them in understanding other people, keeping focus, and understanding what is most important. They are successful in whatever they choose to do and have high work performance and personal productivity levels which leads to enjoying greater job satisfaction. Emotional Intelligence enables teams to boost their performance. The aim of this study is to examine the relationship between emotional intelligence of team leaders and leadership behaviours (Transformational, Transactional and Laissez-faire) in IT (software) companies in India. A total of 216 team leaders were rated on Multifactor Leadership Questionnaire (MLQ) and Emotional Intelligence scale in IT (software) companies of India. The Statistical tools like frequency, percentage, and Pearson’s Correlation have been used for analysis and interpretation of the data collected from IT companies in India. The results of the study showed that there exists a positive relationship between two factors (Self-Awareness and Self-Management) of emotional intelligence and Leadership styles namely transformational, transactional and Laissez-faire. The other two factors of emotional intelligence -Social Awareness and Social Skills have an insignificant relationship with Transactional and Laissez-faire leadership of Team Leaders in IT (Software) companies in India.
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