This manuscript examines the relationship of emotional intelligence (EI) with
transformational leadership (TL) and organizational citizenship behavior (OCB) of the
followers. A sample of 57 dyads of managers and their supervisors (i.e., 114 respondents)
participated in this study. The reliabilities of the scales were .83 (OCB), .88 (TL), and
.86 (EI). EI was significantly correlated to conscientiousness, civic virtue, and
altruistic behaviors of followers. The method suggested by Barron and Kenny (1986) was
used to test mediation of EI between TL and OCB, but nothing significant was found. The
results indicated that EI of leaders enhances the OCB of followers. However, EI of the
leader may not be the only factor determining the perception of TL.
Sheikha Lubna Al Qasimi is the chief executive officer of Tejari, a premier online
business-to-business (B2B) environment, facilitating procurement in the Middle East.
The case study describes a personal career that highlights the capacity of women in
the Middle East to be recognized globally as entrepreneurs and leaders.
This paper discusses the concept of the behavior setting as applied to questions of structure
and agency in coming to terms with the influence aspects of leadership. It suggests that
the relationship between leader-follower behavior and the organizations in which they are
embedded is similar to the paradoxical relationship of agency and structure in social theory.
A brief discussion of agency/structure reveals that current theorizing in leadership studies
may be missing a valuable opportunity for research by not including the eco-behavioral
science of Roger Garlock Barker in its broader agenda...
Native American nations are often overlooked as part of the multinational terrain
that informs leadership theory even though they typically hold exemplary status as
cultures that embody wisdom. Native American chiefs have been long admired as wise
leaders who have sustained the survival of their tribes amid overtly hostile forces...
For over 2 decades now, leadership theory and research have dwelt so much on transformational
leadership. All these years, empirical evidence has consistently demonstrated that this
leadership approach is capable of producing positive outcomes such as leadership effectiveness,
development of organizational citizenship behavior, follower commitment to the leader, and
the organization as well as follower satisfaction on the job. But, there remains a need to
strengthen the current understanding of the actual processes and mechanisms through which
this leadership model impacts so positively on outcomes...
John E. Barbuto, Jr., Joana S. Story, & Gregory T. Gifford
Comments and additional discussion are offered in response to a translation attempt of the
Servant Leadership Questionnaire (SLQ; Barbuto & Wheeler, 2006), which appeared
in an earlier issue of IJLS (Volume 2, Issue 2, 2007; www.regent.edu/ijls). Suggestions for
future research are discussed.
We are thankful for the comments made and issues raised by our colleagues (Barbuto, Story, &
Gifford, current issue) in their "Response" to our article, "Structural Equivalence of the
Barbuto and Wheeler Servant Leadership Questionnaire on North American and South African
Samples" (2007). The issues that were raised highlight some of the problems encountered when
doing intercultural research...
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