Edited by Alexander-Stamatios G. Antoniou and Cary L. Cooper
Chapter 41: Emotional Intelligence and Transformational Leadership
Alexander-Stamatios G. Antoniou Introduction If those who are now called leaders do not acquire authentic and adequate philosophical education and . . . if both political power and philosophical mind do not characterize the same individual . . . then there will be no end of misfortunes for the cities. (Plato, Republic E, 473–4) Over recent decades eﬀective leadership perceptions and study results have shifted interest towards interpersonal skills (Palmer et al., 2001) and the leader’s ability to motivate subordinates, create and maintain a sense of contribution to the organization as a whole, contrary to the previous perceptions of inspecting, controlling and planning leaders. Current research focuses on identifying traits and/or aspects of behaviour that constitute the fundamental elements for contemporary eﬀective leadership roles, as much in order to enhance the development of eﬀective leaders as to identify and recruit them successfully (Pratch and Jacobowitz, 1998). Emotional intelligence is a relatively new concept, which is receiving a lot of attention, with vast applicability in many organizational areas, including job satisfaction, commitment and performance (Cooper and Sawaf, 1997; Wright and Staw, 1999). Recently in-depth study of leadership within organizations has addressed the concept of eﬀective leadership. Furthermore, certain research groups claim that the notion of emotional intelligence applies to the largest proportion of eﬀectiveness in leader behaviour (Hay Group, 2000). There are various leadership models that aim to create the conceptual basis of leader behaviour and the interaction between the leader–member dyad, with the transactional leadership model as one of...
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