Abstract
The purpose of this study was to determine whether employees in Ghana's banking sector perceive their leaders to be emotionally intelligent based on their style of leadership. The study was cross-sectional in nature and made use of structured questionnaires to collect quantitative data. Out of 300 questionnaires administered, 234 were returned (comprising of 115 males and 119 females). The findings of the study revealed that a positive relationship exists between transformational leadership and emotional intelligence (EI) whereas a negative relationship was found between transactional leadership and EI of leaders. The study also noted that transformational leaders are more emotionally intelligent; thus, it is recommended that EI an attribute associated with leader effectiveness be made part of leadership development in organizations.
| Original language | English |
|---|---|
| Pages (from-to) | 41-54 |
| Number of pages | 14 |
| Journal | International Journal of Business |
| Volume | 22 |
| Issue number | 1 |
| Publication status | Published - 2017 |
| Externally published | Yes |
Keywords
- Emotional intelligence
- Ghana
- Transactional leadership
- Transformational leadership