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

Abstract

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 – Data were collected from a military-based research and development institution. In all, 202 copies of questionnaires were returned, resulting a 67.3 percent return rate. Confirmatory factor analysis was used to test this theoretical model. Findings – The data indicated that EI had a positive relationship with work performance; meanwhile, perceived leader’s TFL positively moderated the relationship between subordinate’s EI and work performance. Research limitations/implications – First, this study increased the understanding of the relationship of EI and work performance in a non-western culture context and therefore confirming the benefit of EI on a positive work psychology. Also, the findings helped the researchers to understand how situational factors, such as leadership, interact with individual factors, such as EI, to produce a positive impact on work output. Originality/value – Unlike previous studies connecting leaders’ EI with their leadership behaviors and subsequent effect on work outcomes, the present study looked into the moderating role of leader’s TFL on the relationship between subordinate’s EI and work performance.