International Journal of Management and Commerce Innovations ISSN 2348-7585 (Online) Vol. 7, Issue 2, pp: (1451-1461), Month: October 2019 - March 2020, Available at: www.researchpublish.com
Emotional Intelligence of the Leaders Correlate with Authentic Leadership Style of the Leaders: A Study of the Petroleum Industry Dr. Deepti D. Shinde Assistant Professor (HR) in Management Institute, Mumbai, India.
Abstract: During the last several decades of leadership research, a number of leadership styles have been tested by organizational leaders, a leader who is emotionally intelligent is not exceptional. An emotionally intelligent leader may try various approaches to lead and manage an organization with the help of an appropriate leadership style that helps to formulate strategy, adopt positive direction and motivation within organization. In the current study, an attempt is made to study the correlation of the emotional intelligence of the leaders on their authentic leadership style. The current study adopted a survey method to test the hypotheses. Emotional Intelligence was measured by a 25-item scale developed by Goleman's (1998). Authentic Leadership was measured by a 16-item scale developed by Avolio, Gardner, and Walumbwa (2007). The data was collected from a sample of 360 respondents from the organization of the Petroleum Industry. Statistical Package for Social Sciences (SPSS) version 20 was used to assist with both quantitative and qualitative data analysis and maintain the transparency and credibility of the research. The results revealed the significant correlation between the emotional intelligence of the leaders on the authentic leadership style of the leaders in the Petroleum Industry. Keywords: Authentic Leadership (AL), Emotional Intelligence (EI).
I. INTRODUCTION The quote by Boyatzis, McKee, and Goleman (2002), “great leadership works through emotions”, in the true sense proves that effective leaders are those, who have high EI. In the workplace context, emotions are important in managing meaningful relationships at work. A leader, who is proficient enough with high EI and capable of creating good spirit, can maintain synergy and high integrity within the team. Good team leaders are aware of the balance and focus on productivity with due consideration to the relationships of team members and their ability to connect. Goleman and Boyatzis (2002) work has created great interest in EI in particular and drew a correlation between having high EI and being an effective leader. A number of researchers talk about qualities associated with leaders, such as intelligence, mental and physical robustness, fortitude, and vision, which are essential for leadership, Goleman (2016) strangely, disagrees on these opinions. Goleman (2016) believes that apart from the basic skills, high quality of training, sharp brains and great ideas, a leader can‟t be a true leader unless he possesses EI as a key attribute for outstanding performance. With the lack of EI, a leader won‟t be a true leader. However, over the past decade, having effective EI, leadership behavior is not only the credible psychological constraint but plays a significant role in the success or failure of the leader, especially, at the more senior levels (Goleman, 1995; Cherniss, 2004). Interestingly, in the contemporary world, the leaders are concise about their leadership style to achieve a positive result in an organization and AL style plays an effective form of management that can deal with both organizational and societal problems. Hence, the current study aimed to explore the correlation between EI and AL style of leaders in the Petroleum Industry.
II. LITERATURE REVIEW A. Emotional Intelligence Term emotion has been popular since Darwin (1872) wrote his first book, „The Expression of Emotions in Man and Animals’, based on the functional purpose of emotions. Darwin (1872) who was first to understand the importance of emotions and it also helps to enhance the behavior to stay alive in life. No one can stop emotions, it happens instinctually
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