Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance

  title={Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance},
  author={Fl{\'a}via Cavazotte and Valter de Assis Moreno and Mateus Hickmann},
  journal={Leadership Quarterly},

Emotional Intelligence, Personality, and Its Impact on Leadership Capability; Subsequently on the Effectiveness of Decision Making

The purpose of this study is to assess the effect of emotional intelligence and personality on effectiveness of decision making and to analyze the existence of capability leadership as a mediating

Emotional intelligence, management of subordinate’s emotions, and leadership effectiveness

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The moderating role of organizational culture on the relationship between emotional intelligence and transformational leadership

The purpose of this empirical research is to examine the interrelated influences among emotional intelligence, organizational culture, and transformational leadership. In particular, the current


This empirical study examines the effects of emotional intelligence on transformational leadership and its importance in higher education institutions. Multivariate analysis in partial least square

Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator

Abstract Leadership and organizational citizenship behavior (OCB) stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of

How transformational leadership is related to organizational citizenship behavior? The mediating role of emotional intelligence

Managers’ emotional intelligence (EI), organizational citizenship behavior (OCB) and leadership styles play an imperative role in the organizational success. The current research investigates the

Leadership, Change & Employee Emotional Intelligence

Change leadership is the engine of change, it's about urgency, vision, empowering people, and seizing opportunity. Emotional intelligence is an important skill set in leading, hence leaders

An Analytical Study on Relationship of Personality Traits with Transformational Leadership Style

  • Business
  • 2019
This study deals with leadership styles, as a process in which corporate managers/ leaders have certain interactions with the employees in order to create conditions for a greater work productivity.

Emotional intelligence, leadership style and organizational climate

This paper aims to investigate the effect of emotional intelligence (EI) on the leader’s applied leadership style (mediator) and the effect of this style on the employees’ organizational citizenship

Impact of transformational leadership on subordinate’s EI and work performance

Purpose – The purpose of this paper is to explore the relationship among emotional intelligence (EI), perceived transformational leadership (TFL) and work performance. Design/methodology/approach –



Personality and transformational and transactional leadership: a meta-analysis.

Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants oftransformational and transactional leadership.

Intelligence and leadership: a quantitative review and test of theoretical propositions.

Meta-analysis suggests that the relationship between intelligence and leadership is considerably lower than previously thought and provides meta-analytic support for both implicit leadership theory and cognitive resource theory.

Personality and leadership: a qualitative and quantitative review.

Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness) and the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to theFivefactor model.

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts.

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts and found that neuroticism and agreeableness were negatively related totransformational leadership ratings.

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Executive Overview The study of leader traits has a long and controversial history. While research shows that the possession of certain traits alone does not guarantee leadership success, there is

Transformational and transactional leadership: a meta-analytic test of their relative validity.

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.

Are leaders smarter or do they just seem that way? Exploring perceived intellectual competence and leadership emergence

Both intelligence (Bass, 1990) and self-monitoring (Cronshaw & Ellis, 1991) have been shown to be strong individual predictors of leadership emergence in small groups. The present study proposed a