رهبری تحولی به عنوان یک میانجی بین هوش عاطفی و نتایج تیم

Using leadership theory we examined whether transformational leadership mediates the link between the emotional intelligence of team leaders and three outcomes as perceived by followers: leader effectiveness, team effectiveness, and service climate. Data were collected from 859 employees, working in 55 teams in a South Korean public-sector organization and results were analyzed at the group level. All variables were modeled in a path diagram and tested using hierarchical regression analysis and structural equation modeling. Same-source bias in the findings was controlled for by randomly splitting the sample into three separate groups. The results show that transformational leadership mediates the relationships between emotional intelligence and leader effectiveness, as well as between emotional intelligence and service climate, although not between emotional intelligence and team effectiveness. Practical implications of the findings are discussed, together with limitations and ideas for future research.

The study of emotions in the context of leadership has become a key topic of interest among organizational behavioral researchers over the past decade. This is reflected for example in studies on the impact of leaders' emotional expression in the workplace (Bono and Ilies, 2006, George, 1995 and Sy et al., 2005), emotional contagion between leaders and followers (Barsade, 2002), as well as in how leadership styles influence the emotional states of employees and their job performance (Bono et al., 2007 and McColl-Kennedy and Anderson, 2002). Likewise, popular press and academic interest in the utility of emotional intelligence in the leadership process has not dissipated despite serious attempts to discredit the concept (e.g., Antonakis, 2004 and Locke, 2005). The scholarly study of emotional intelligence (EI) began in the early 1990's when Salovey and Mayer (1990, p. 189) initially defined emotional intelligence as: “the sub-set of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions.” Being emotionally intelligent involves being able to actively identify, understand, process, and influence one's own emotions and those of others to guide feeling, thinking, and subsequent behaviors (Mayer & Salovey, 1997). Of course, emotional intelligence is a broad construct and measures such as the Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT) (Mayer, Salovey, & Caruso, 2002) were not developed expressly for the workplace. Yet various measures of emotional intelligence do appear to correlate with important leader and organizational outcomes. A growing body of literature has suggested that leaders' ability to understand and manage their own feelings, moods and emotions, as well as those of their followers contributes to effective leadership in a variety of organizations (Gardner and Stough, 2002, George, 2000, Kerr et al., 2006 and Rosete and Ciarrochi, 2005). Moreover, researchers have argued that the emotional intelligence of leaders is a critical component in leading a team effectively (e.g., Jordan and Lawrence, 2009 and Prati et al., 2003). Amidst this work a key question remains: how do leaders with high emotional intelligence exert their influence in work related contexts? That is, how do leaders with a better awareness, assimilation, understanding, and managing of own emotions and those of others affect organizational outcomes? The purpose of the current study was to advance research on emotional intelligence and transformational leadership in the following ways: first, we argued that the effect of emotional intelligence on organizational outcomes is mediated by a transformational leadership. Second, we examined the influence of the emotional intelligence of a leader at the group-level of analysis. Third, we conducted our study in South Korea, rather than in the West where most studies on emotional intelligence have been conducted to date. And last, we obtained a sufficiently large database to statistically control for possible common-method bias. A path-analytic model is presented in which emotional intelligence affects transformational leadership; and in which transformational leadership is subsequently linked to three outcome variables, namely leadership effectiveness, team effectiveness, and service climate.

Table 2 presents the means, standard deviations, and group-level zero-order correlations for all variables and shows that most variables in our model were significantly and positively correlated. Table 3 presents the intercorrelations among the subdimensions of the constructs of emotional intelligence and transformational leadership. Of the four dimensions of emotional intelligence, Regulation of Emotion (ROE) was the most highly correlated with the dimensions of transformational leadership (see Table 3).