An Exploration of the Relationship between Transformational Leadership and Organizational Commitment: The Moderating Effect of Emotional Intelligence: Case Study in Iran

Abstract

Purpose: This research aims to explore the relationship between transformational leadership and organizational commitment. In addition, we intend to study the effect of emotional intelligence, which moderates the relationship of transformational leadership and organizational commitment. Research methodology/design: Insurance experts (214 working in 6 branches of Social Security Organization of Qazvin province completed a measure of EI (Bar-On's self-report Emotional Intelligence Inventory), Multi Factor Questionnaire (MLQ), a measure of transformational leadership, and a questionnaire of organizational commitment. Findings:Correlational and regression analysis revealed that there is a direct and positive relationship between transformational leadership and organizational commitment. Also results show that emotional intelligence moderates the relationship between transformational leadership and organizational commitment.Originality/value: This paper establishes a link between transformational leadership and emotional intelligence. It, also, shows that follower's emotional intelligence moderates that relationship. One of the managerial applications of our result is that effectiveness of transformational leadership depends on follower's EI. It means that managers who have transformational leadership style are effective when their followers are high on EI.

Leadership skill, leadership style and job commitment among academic staff of Nigerian universities: the moderating effects of employee's attitude and work environment

“…The results of this research support previous studies that leadership style is positively related to employee's job commitment (Ahmadi et al, 2012;Davenport, 2010;Farahani et al, 2011;Inderyas et al, 2015;Ramachandran and Krishnan, 2009;Shastri et al, 2010;Yeh and Hong, 2012). However, the results contradict other studies that leadership skill has positive influence on employees' job commitment (Anvari et al, 2014;Baeza et al, 2009;Judge et al, 2009;Khalili, 2011;Khuong and Nhu, 2015).…”

“…Generally, leader-member relationship and employee's job performance has been examined in numerous studies (Baeza et al, 2009;Cherian and Jacob, 2013;Chuang, 2013;Inderyas et al, 2015;Yeh and Hong, 2012). Also, in recent time, extant literatures exist on the relationship between leadership style and employees' morale and organisational commitment (Ahmadi et al, 2012;Anvari et al, 2014;Chuang, 2013;Davenport, 2010;Farahani et al, 2011;Khalili, 2011;Khuong and Nhu, 2015;Shastri et al, 2010). However, scant literature exists that examined the influence of leadership on employee's job commitment (Judge et al, 2009;Ramachandran and Krishnan, 2009).…”

“…Shastri et al (2010), using a sample of 147 respondents and correlation and multiple regressions, found that charismatic leadership had a significant positive effect on organisational commitment in India. Farahani et al (2011), using a sample of 214 respondents and regression analysis, identified a direct and positive relationship between transformational leadership and organisational commitment in Iran. Davenport (2010), with a sample of 113 respondents from social media networks and hierarchical regression, discovered a significant positive correlation between transformational leadership (supervisor consideration) and employee's locus of control (self-confidence), and organisational commitment in USA.…”

“…Personality traits include charisma, extroversion, ethical behaviour and emotional stability or selfconfidence (Anvari et al, 2014;Baeza et al, 2009;Judge et al, 2009;Khuong and Nhu, 2015). Social skill include quality or frequency of communication, need for social approval and need for social power (Anvari et al, 2014;Baeza et al, 2009;Brunelle, 2013;Chuang, 2013;Farahani et al, 2011;Inderyas et al, 2015;Khalili, 2011;Sosik and Dinger, 2007). Technical skill includes job expertise, experience and intelligence (Anvari et al, 2014;Baeza et al, 2009;Judge et al, 2009;Khalili, 2011).…”

Impact of School Principal Leadership Style on Performance Management: A Schooling Agenda

“…According to Bussing (2002), transformational leadership is an extension of transactional leadership and a leader may display various degrees of the transactional or transformational leadership style, depending on the situation. In addition, Farahani, Taghadosi and Behboudi (2011) suggest that transformational leadership is a strategic organisation development intervention, designed to enhance the impact of leadership on commitment. Committed employees, working in an environment of trust, flexibility, and empowerment, are expected to act in the best interests of an organisation.…”