The Role of Emotional Intelligence in Transformational Leadership: A Study of Corporate Leaders

Abstract

This study examines the relationship between emotional intelligence (EI) and transformational leadership (TL) among senior corporate leaders across multiple industries. While previous research has established correlations between these constructs, questions remain about their precise relationship and contextual factors that may influence it. Through a mixed-methods approach combining psychometric assessments of 218 executives with qualitative interviews of 42 high-performing leaders, this research identifies specific emotional intelligence competencies that most strongly predict transformational leadership behaviors. The study finds that relationship management and social awareness dimensions of emotional intelligence have the strongest associations with transformational leadership (β = 0.47, p < 0.001; β = 0.39, p < 0.001, respectively), while self-awareness and self-management show moderate correlations. Additionally, the research reveals that the EI-TL relationship is moderated by organizational culture, industry context, and leadership experience. Transformational leaders with high emotional intelligence demonstrate superior ability to navigate organizational change, inspire diverse teams, cultivate psychological safety, and sustain leadership effectiveness during crises. The findings contribute to leadership theory by illuminating mechanisms through which emotional intelligence enables transformational leadership and offer practical implications for leadership development, succession planning, and executive education. This research provides a nuanced understanding of how emotional competencies translate into effective leadership behaviors in contemporary corporate environments.