Abstract:
The role every manager must fill in the workplace is
leadership. Managers often make the mistake of assuming that
because they are the managers, they are also the leaders and
that their associates will automatically follow. In reality,
position only denotes title, not leadership. Peter Northouse
(2001) defines leadership as a process whereby one individual
influences a group of individuals to achieve a common goal. To
be an effective leader, the manager must influence his
associates in a positive way to reach the goals of the
organization. Furthermore, the transformational leadership
approach can help managers become exceptional leaders.
Considering as well the ongoing complexities of the
organizations in the 21° century, this study aims to determine
contributory factors on the behaviors of leaders, particularly
in the field of transformational leadership. In view of this,
emotional intelligence is seen to be one of the factors that
have highly gained popularity and significance in the
organizational setting. Thus, this study seeks to determine the
interplay of these variables in a small-scale organization in
the Philippine context. This study looks into the different social competencies of
emotional intelligence and factors of transformational
leadership. With a study conducted among 24 employees in a
construction firm, it has been found out that emotional
intelligence plays no influence on the transformational
leadership behaviors of its Superiors. Based from the findings,
the employees have a general idea of what emotional intelligence
is. Certain aspects of the variable were mentioned such as the
idea of personal self and others, feelings and emotions,
relationships, and behaviors. The respondents have the concept
of what personal and social competences are, as described by the
distinction they gave on the feelings of one’s self and others
according to their answers in the survey. When analyzed,
employees also have a basic concept of several EI competencies
such as (a) Self-Awareness, (b) Social Awareness, and (c)
Relationship Management.
Among the factors of transformational leadership, the
employees perceived the following, as the most exhibited to
the least exhibited behaviors, by their superiors:
Laissez-faire leadership, Inspirational motivation,
Individualized consideration, Management-by-exception,
Intellectual stimulation, and Idealized influence.
Among the different social competencies of emotional
intelligence, the employees perceived Leadership and Organizational Awareness as the most exhibited by their
superiors followed by Influence, Empathy, Teamwork and
collaboration, Change catalyst, Service orientation,
Conflict Management, Building bonds, and Developing
Others, respectively.
