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Emotional Intelligence and Leadership Style

Author

Listed:
  • Kamal M.Y
  • Lukman Z.M
  • Zulaikha M.Z
  • Nurunsa’adah S
  • Bukhari W.M.Y
  • Nurul I.Y

Abstract

The purpose of this study was to examine the level of emotional intelligence among deans in Universiti Teknologi Mara (UiTM), to identify the most preferred leadership style by deans in UiTM and lastly to investigate the relationship between emotional intelligence and leadership style among deans in UiTM. Six faculties were selected based on applied science and social science disciplines. Data were collected using questionnaire and interview techniques. Data were analyzed using descriptive and inferential statistics. The findings revealed that the level of emotional intelligence was at the high level among deans of six selected faculties. In addition, findings indicated that most preferred leadership style by deans in UiTM was transformational leadership style perceived by lecturers as respondents. Lastly, findings indicated transformational leadership style was scored (0.34) slightly higher compared to transactional leadership style (0.22) and both dimensions were having the significant relationship between emotional intelligence among deans in UiTM. Overall, the findings of this study have implications for the role of deans, lecturers, and administrators in the way to enhance positive climate. Based on the findings, this study also provides recommendations for improvement of practices and future research.

Suggested Citation

  • Kamal M.Y & Lukman Z.M & Zulaikha M.Z & Nurunsa’adah S & Bukhari W.M.Y & Nurul I.Y, 2017. "Emotional Intelligence and Leadership Style," International Journal of Asian Social Science, Asian Economic and Social Society, vol. 7(12), pages 963-970.
    • Handle: RePEc:asi:ijoass:v:7:y:2017:i:12:p:963-970:id:2959
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    Cited by:

    1. Laura Cismaru & Ray Iunius, 2019. "Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees," Sustainability, MDPI, vol. 12(1), pages 1-38, December.
    2. Al Halbusi, Hussam & Ruiz-Palomino, Pablo & Williams, Kent A., 2023. "Ethical leadership, subordinates’ moral identity and self-control: Two- and three-way interaction effect on subordinates’ ethical behavior," Journal of Business Research, Elsevier, vol. 165(C).
    3. Mariana Sedliačiková & Zuzna Stroková & Miloš Hitka & Nikoleta Nagyová, 2020. "Employees versus implementing controlling to the business practice," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 7(3), pages 1527-1540, March.
    4. Simona Franzoni & Huma Sarwar & Muhammad Ishtiaq Ishaq, 2021. "The Mediating Role of HRM in the Relationship between CSR and Performance in the Hospitality Industry," Sustainability, MDPI, vol. 13(24), pages 1-15, December.
    5. Pawan Budhwar & Vijay Pereira & Kamel Mellahi & Sanjay Kumar Singh, 2019. "The state of HRM in the Middle East: Challenges and future research agenda," Asia Pacific Journal of Management, Springer, vol. 36(4), pages 905-933, December.
    6. Nanik ISTIANINGSIH & Ariyanto MASNUN & Widya PRATIWI, 2020. "Managerial Performance Models Through Decision Making And Emotional Intelligence In Public Sector," REVISTA ADMINISTRATIE SI MANAGEMENT PUBLIC, Faculty of Administration and Public Management, Academy of Economic Studies, Bucharest, Romania, vol. 2020(35), pages 153-166, December.
    7. Massoud Moslehpour & Purevdulam Altantsetseg & Weiming Mou & Wing-Keung Wong, 2018. "Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees," Sustainability, MDPI, vol. 11(1), pages 1-17, December.

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