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Cited by 685

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Transformational leadership and emotional intelligence: an exploratory study

Barling, Julian, Slater, Frank, Kevin Kelloway, E.·2000·Leadership & Organization Development Journal

Abstract

Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.

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Metadata

Authors
Barling, J., Slater, F., & Kevin Kelloway, E.
Venue
Leadership & Organization Development Journal
Publisher
Emerald
Published
2000-05-01
Volume
21
Issue
3
Pages
157-161
ISSN
0143-7739 (ISSN-L)
OpenAlex
W2031480171
Cited by
685
References
1
FWCI
9.06
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Transformational leadership and emotional intelligence: an exploratory study. https://app.cochat.ai/papers/10.1108/01437730010325040
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Barling, J., Slater, F., & Kevin Kelloway, E. (2000). Transformational leadership and emotional intelligence: an exploratory study. Leadership & Organization Development Journal. https://doi.org/10.1108/01437730010325040

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

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