Browsing by Author "Roux, Chene"

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    Modification, elaboration and empirical evaluation of the Beyers’ Emotional Intelligence and Transformational Leadership Model.
    (Stellenbosch : Stellenbosch University, 2016-03) Roux, Chene; Gorgens, Gina; Stellenbosch University. Economic and Management Sciences. Dept. ofIndustrial Psychology
    ENGLISH ABSTRACT : This origin of this study lies in the importance of leadership in organisations. The behaviour of individuals in leadership positions affects the attitudes and performance of employees, and therefore, also the overall effectiveness and success of the organisation. Understanding which factors contribute to effective leadership is therefore critical, so that employee performance and organisational success can be enhanced. A construct that has received increased attention with regard to effective leadership is Emotional Intelligence (EI). It has been argued that leaders with a higher EI are more effective than leaders with a lower EI. Beyers (2006) examined the relationship between EI and leadership (more specifically, the Transformational Leadership style). The present study aimed to expand on the work of Beyers by using a more recent model and measurement of EI. Furthermore, three constructs were assessed as outcomes of effective leadership (Perceived Supervisor Support, Organisational Commitment and Job Satisfaction). Leadership has been shown to be an antecedent of these three constructs. It was argued that gaining insight into the outcomes of effective leadership, as experienced by the follower of a particular leader that exhibits certain transformational leadership behaviours being influenced by various EI competencies, could hold important positive outcomes for an organisation (i.e. better employee performance and retention rates). The results of the study confirmed that EI affects Transformational Leadership (TFL) behaviours. Only one dimension of TFL was found to be associated with one of the three outcomes of effective leadership (i.e. Perceived Supervisor Support). The relationships between the three outcomes were also tested, and the only significant path was from Organisational Commitment to Job Satisfaction. Reflecting on these results, the study concludes with a discussion of the limitations of the study, as well as recommendations for future research.