Transformational Leadership and Emotional Intelligence

The success or failure of a company today is almost usually determined by its leadership. As far back as the history of humanity can be traced, there has always been an administration. According to Rousche, Geropge, and Baker (1989), leadership entails more than merely pointing followers in the right way. To determine the potential of the followers, it necessitates digging into the facts. Engaging the followers in a way that encourages self-discovery is required. It entails fostering in the followers a desire to succeed. Making individuals understand they are capable of more than they now believe they are is the art of persuasion. In order to lead, one must constructively question the followers in a way that makes them feel as though they must rediscover who they are.

The corporate environment today has grown incredibly difficult. New businesses are emerging with novel strategies that have never been used before. The earth's surface is shifting due to technology. For businesses operating in the current market, this presents a significant difficulty. Currently, businesses are encountering difficulties from a variety of angles. Because of the sophisticated means of communication through mainstream and social media, the client in the modern market has access to a wealth of information.

These customers are aware that they have a wide range of options to pick from while making any purchase. As a result, they are quite demanding. They will spend less money on a thing if the quality has increased. According to Bennis and Goldsmith (2003), consumers today are willing to spend less while demanding more. This lowers a company's profitability.

On the other side, suppliers are now placing higher standards on the suppliers they provide to these businesses. Burns (1978) described transformational leadership as a kind of leadership that leverages incentive to improve employees' performance. According to Bustin (2004), leadership is the process by which one person (a leader) provides direction to a group of others (followers) inside an organizational structure. One of the most important aspects of any organization is leadership.

Although they have certain similarities, management and leadership are different in many ways. As the term implies, transformational leadership offers a completely new strategy for tackling various problems inside a company. It provides the staff with understanding. A transformational leader's major objective is to develop a whole new strategy for handling various problems within the firm. The modern world expects this from businesses. Numerous management strategies are altering as a result of emerging technologies. New strategies that can be employed to manage emerging trends differently are required. According to studies, leadership techniques and emotional intelligence are tightly associated. This fact is supported by the ANOVA results from various sources.

Problem Statement

One of the most important aspects of any particular corporate structure is leadership. Today's world is incredibly cutthroat. Businesses now face competition from companies that did not exist before. The management is compelled to develop plans that will enable them to handle this competition. To compete in the market, they must always be one step ahead of other companies. They can only manage the difficulties in the current market by this method.

This can only be accomplished if the workforce is adjusted to ensure that it puts up its utmost effort in every task that it undertakes for the company. The people that work for a company are crucial. They are the hub around which the company spins in a chaotic setting. The management would need to make sure that workers are consistently motivated in everything they do in order to meet market objectives.

An organization can only change in response to external influences through this. The key to managing personnel is transformational leadership, which has been demonstrated to be effective. Employee self-discovery is the goal of transformational leadership. A transformational leader will always help their followers understand that they have untapped potential they can use to improve on every task they do. Leadership, as opposed to management, takes the initiative to bring about the necessary change. Making the followers aware that they are a part of the change is a necessary step. Employees are forced to take ownership of the entire process.

It is established that transformational leadership principles must be used by management for a company to prosper. Employees' perceptions of an organization's change readiness and transformational leadership are directly related. Employees would always be willing to go above and beyond to attain the required objectives if these concepts were properly implemented. Identifying the link between leadership techniques and emotional intelligence is the major issue.

Literature Review

In their 2010 study, Hui-Wen, Mu-Shang, and Darwin attempted to understand the relationship that currently exists between emotional intelligence and the leadership techniques used in the US and Taiwan. To determine whether the management styles used in the US and Taiwan are comparable, the study used a comparative analysis. The researchers conducted interviews with academics to learn how much emotional intelligence is used at their institutions.

The academics agreed that leaders in different parts of the world use different leadership philosophies as a result of their emotional intelligence. The key research issue, according to the academics, was how much emotional intelligence affects leaders around the globe. The researchers used a causal-comparative strategy. 50 academics from the United States and 50 from Taiwan were included in the sample.

Due to the intact nature of the groups being compared, differential selection posed the most danger to internal validity. By ensuring that the samples chosen had almost identical traits, the threat was neutralized. The study's ANOVA findings showed that all five of the leadership practice topics were statistically significantly correlated with Taiwanese academicians' general emotional intelligence.

With the exception of straining the process and provoking a group visualization, US academicians were found to have a statistically significant positive link between general emotional intelligence and all aspects of leadership practice. The results of the ANOVA showed that there are significant differences due to cultural differences in many areas of emotional intelligence and leadership practice.

Schmitz (2004) carried out research to see whether traits of leadership and emotional intelligence are related. The study's primary goal was to investigate any relationships between leadership styles and emotional intelligence in non-profit human service organizations. The researcher emphasized that there is, in fact, a connection between emotional intelligence and leadership.

Similar to how it affects other leaders in for-profit firms, the connection has an impact on how well non-profit organization executives perform. The scholar's key issue was that lack of drive causes leaders to frequently underperform in their varied roles. According to research, leaders who have high emotional intelligence tend to perform better in their day-to-day tasks. However, because the motivational incentive (money) is absent, a non-profit organization's executives typically do less well. According to research, non-profit organization leaders are exceptionally effective and are not driven by financial gain.

The primary research challenge was identifying the driving force in nonprofit organizations through the investigation of the connection between leadership and emotional intelligence. In order to ascertain the leaders' opinions on leadership techniques, the study used a quantitative approach in which challenging interviews were conducted with leaders of non-profit organizations. Two thousand organizations were approached by the researcher, who specifically sought leaders who work with kids, teens, and families.

We contacted 65 CEOs, some of whom consented to participate directly and some of whom agreed to answer questionnaires. The leadership practice inventory and the emotional competence inventory were the key tools employed. Research mortality posed the most threat to validity, especially since so many respondents were unpaid volunteers. Because the study was taking up too much of their research time, several respondents threatened to withdraw from it.

However, the researcher was able to address the issue quickly thanks to a mechanism he developed that allowed respondents to express their opinions without having to spend time filling out questionnaires. The option to voice their opinions over the phone was provided to those who felt that the study was taking up too much of their time. The study's conclusions demonstrated a correlation between the responses from the leadership practices questionnaire and the emotional competence inventory.

Self-awareness, social skills, social consciousness, and self-management are some of the leadership practice factors that were linked to the emotional competence inventory scale. The study did find, however, that there is no connection between organizational success and emotional competence. In other words, the research demonstrated that emotional intelligence only affects a leader's performance, not that of the organization.

Condren (2002) sought to determine the relationship between the school head's emotional intelligence and teachers' perceptions of the leader's efficacy. In other words, the purpose of the study was to learn how teachers felt about the performance of the school head. In this aspect, emotional intelligence would be efficiently employed to determine how teachers felt about the school head's performance.

The study's key challenge was determining how much emotional intelligence would be employed to gauge how junior staff members felt about the leader. To strengthen the validity of the study, the researcher used a sampling technique in which the respondents were divided into various strata. A total of 32 strata and about 455 principles were sampled at random. With the aim of boosting the sample size, 160 teachers were chosen at random. Interviews were conducted with faculty members in addition to teachers and principals. The sample contained an equal number of men and women.

Because the study related to attitude-related testing, the reactive effect of testing posed the most danger to validity. Through questionnaire loading, these threats were peacefully resolved. The researcher refrained from asking respondents any questions that may leave them in suspense. The ANOVA results from this study never revealed any significant association between emotional intelligence and the five leadership behaviors, in contrast to the findings of other researchers addressed in this section. The knowledge and behavior emotional intelligence subscales also showed no correlation with any of the five leadership strategies.

Conclusion

The aforementioned discussion has shown how closely transformative leadership and consumers' good attitudes toward working for the company are related. The level of competition in the world has increased. New strategies are being developed by various businesses to assist them stay competitive in the market. Emerging technologies have demonstrated to be a very effective way to get a competitive edge in the global market.

One of the markets' most competitive industries right now is the electronic one. The American markets face an even tougher level of competition. Due to their greater purchasing power, the majority of businesses have long favoured the American markets. The third-most populous nation in the world is America. The American people have enough money to buy the goods they want. The American market, however, differs from the Saudi market in a number of ways.

The social structure of Saudi Arabia is influenced by a number of variables, including religion. Understanding this market is necessary for doing business here. The management needs to develop plans that will enable it to better manage the staff. The company's vision is carried by its personnel. They can help a business get the outcomes it seeks.