Leader can lead in different ways. Some are more transactional leaders others are transformational leaders. Moreover, the human being can use his brain in different manners therefore intelligence can take several forms. In this paper, I will study the different forms of intelligence and different form of leadership and the relationship between emotional intelligence and the different leadership style and leadership effectiveness. Transformational leadership style seems to bring better results than transactional leadership style.
Both intelligence and the notion of leadership are broad terms that can be understood in differents ways. According to the psychologists Schmidt and Hunter (1998, 2000), intelligence can be define as "a broad mental capacity" to understand, think, resolve complex problems, and to learn quickly. This is the general definition of intelligence, but we can be intelligent in several manners. In this paper, we will focus on emotional intelligence and transformational intelligence. Regarding leadership, the notion has been defined as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task" by the social psychologist M. Chemers (1997). However, a leader do not necessarily a good job. Great leaders are those who know how to motivate the others and how take the best in them.
[...] Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Press. Harms & Credé, (2010). Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies Harms, P.D., et al., Leader development and the dark side of personality, The Leadership Quarterly. (2011), doi: 10.1016 /j.leaqua Judge, A. Ilies and E. Colbert (2004). Intelligence and Leadership: A Quantitative Review and Test of Theoretical Propositions Journal of Applied Psychology, Vol No 542–552 Judge, T., Bono, J., Ilies, R., & Gerhardt, M. [...]
[...] Conclusion It makes no doubt that intelligence abilities are essential for being a good leader, and many reaserchers agreed on the fact that emotional intelligence affects positively leadership effectiveness but some others like Wong and Law (2002) maintained that “no relationship between the emotional intelligence of leaders and the job performance of their followers has been found”. That is why we can deduce that it is probably not the only asset that should have a leader to be effective. We have seen in the previous part that stressful situations can influence intelligence and therefore effectiveness, personality is an important aspect for leadership effectiveness as well. The main personality traits are called the Big Five Factors (based on the Five Factor Model) which are openness, conscientiousness, extraversion, agreeableness, and neuroticism (Harms, P.D., et al., 2011). [...]
[...] Relationship between emotional intelligence of leaders and their leadership style. Mayer and Salovey have developed in 2002 a model which emotional intelligence, the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). It consists in testing ability-based IQ based on a group of emotions regarding problem-solving items. By testing a person's abilities on different branches of emotional intelligence, it produces scores for each of the branches and a total score. In Weinberger‘s study (2010), the MSCEIT had been delivered to a group of 151 top managers to test the variable of emotional intelligence. [...]
[...] Psychological Bulletin 241–270. Mayer and Salovey (1997). What is Emotional Intelligence : Implication for educators. Emotional development, emotional literacy, and emotional intelligence. Rowold & Schlotz (2009). Transformational and Transactional Leadership and Followers' Chronic Stress. Leadership Review. Claremont McKenna College Rubin, R. S., Bartels, L. K., & Bommer, W. H. (2002). Are leaders smarter or do they just seem that way? Exploring perceived intellectual competence and leadership emergence. Social Behavior and Personality 105–118. [...]
[...] Emotions in Leadership Development: A Critique of Emotional Intelligence Fiedler, F. E. (1986). The Contribution of Cognitive Resources and Leader Behaviour to organizational performance. Journal of Applied Social Psychology George, M. (2000). Emotions and Leadership: The Role of Emotional Intelligence. Human relations 53. Goleman, D. (1998). Working with Emotional Intelligence Goleman, D. (2000, March-April). Leadership that gets results. Harvard Business Review, p. 78-90. [...]
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