Emotional Intelligence and Transformational and Transactional Leader
University of Nebraska - Lincoln
DigitalCommons@University of Nebraska - Lincoln
Leadership Institute Faculty Publications
Leadership Institute
1-1-2010
Emotional Intelligence and Transformational and
Transactional Leadership: A Meta-Analysis
Peter D. Harms
University of Nebraska - Lincoln, pharms2@Unl.edu
Marcus Credé
State University of New York at Albany
Harms, Peter D. and Credé, Marcus, "Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis"
(2010). Leadership Institute Faculty Publications. Paper 14. http://digitalcommons.unl.edu/leadershipfacpub/14 This Article is brought to you for free and open access by the Leadership Institute at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Leadership Institute Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska Lincoln.
Published in Journal of Leadership & Organizational Studies 17:1 (2010), pp. 5–17; doi: 10.1177/1548051809350894 Copyright © 2010 Baker College; published by Sage Publications. Used by permission. http://jlos.sagepub.com
Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis
P. D. Harms
University of Nebraska–Lincoln, USA
Corresponding author — 114 CBA, 1240 R Street, Lincoln, NE 68588; email pharms2@unl.edu
Marcus Credé
State University of New York at Albany, USA
Abstract
The purpose of this study is to evaluate claims that emotional intelligence is significantly related to transformational and other leadership behaviors. Results (based on 62 independent samples) indicated a validity estimate of .59 when ratings of both emotional intelligence and leadership behaviors were provided by the same source (self, subordinates, peers, or superiors). However, when ratings of the constructs were derived from different sources, the validity estimate was .12. Lower validity estimates were found for transactional and
DigitalCommons@University of Nebraska - Lincoln
Leadership Institute Faculty Publications
Leadership Institute
1-1-2010
Emotional Intelligence and Transformational and
Transactional Leadership: A Meta-Analysis
Peter D. Harms
University of Nebraska - Lincoln, pharms2@Unl.edu
Marcus Credé
State University of New York at Albany
Harms, Peter D. and Credé, Marcus, "Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis"
(2010). Leadership Institute Faculty Publications. Paper 14. http://digitalcommons.unl.edu/leadershipfacpub/14 This Article is brought to you for free and open access by the Leadership Institute at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Leadership Institute Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska Lincoln.
Published in Journal of Leadership & Organizational Studies 17:1 (2010), pp. 5–17; doi: 10.1177/1548051809350894 Copyright © 2010 Baker College; published by Sage Publications. Used by permission. http://jlos.sagepub.com
Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis
P. D. Harms
University of Nebraska–Lincoln, USA
Corresponding author — 114 CBA, 1240 R Street, Lincoln, NE 68588; email pharms2@unl.edu
Marcus Credé
State University of New York at Albany, USA
Abstract
The purpose of this study is to evaluate claims that emotional intelligence is significantly related to transformational and other leadership behaviors. Results (based on 62 independent samples) indicated a validity estimate of .59 when ratings of both emotional intelligence and leadership behaviors were provided by the same source (self, subordinates, peers, or superiors). However, when ratings of the constructs were derived from different sources, the validity estimate was .12. Lower validity estimates were found for transactional and
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