Nurul H. Md-Nawi, Marof Redzuan, Hanina Hamsan, Noor H. Md-Nawi


Various changes in the educational system have evolved for educator leaders recently. However, negative impacts on leader’s emotional intelligence due to leadership behavior that arise problems in producing good quality of work performance. This study investigates the impact of an emotional intelligence on leadership behaviour as well as fitness of the suggestion hypothetical model and the observed data. Using a structured questionnaire derived from the literature, data were collected from 306 (89%) subjects from a 15 SBT (High Performance Schools) in Malaysia were chosen by cluster sampling procedure. The data were then analyzed using structural equation modeling (SEM); an acceptable level of model fit was found. Two sets of questionnaire to measure emotional intelligence (Emotional Competence Inventory)(ECI) and leadership behavior (Multi-factor leadership questionnaire)(MLQ) were administered. The inclusion criteria consisted of leaders in a school setting. Three-hundred-and-six educator leaders from fifteen SBT schools in Malaysia were recruited into the study. Respondents were on average 41 years old (range= 26-60 years). The Majority were female (n=174), education level (degree; n=255), and working experience (range=11-20 years; n=107). Structural equation modeling (SEM) technique was selected for data analysis via the analysis of moment structure (AMOS) software version 21. SEM results revealed that emotional intelligence had a significant impact on transformational leadership of an educator leaders. Besides that, standardized path coefficient also revealed that emotional intelligence had a significant impact on transactional leadership of of an educator leaders. On a practical note, the assessment of psychological constructs in school setting eg; EQ and leadership behavior could possibly assist in enhancing the work performances in delivering huge benefits to the society especially in the educational contexts.


Emotional intelligence; leadership behavior

Full Text:



Abdul Ghani, Abd. Rahman & Mohammed Zohir. (2010). Gaya-gaya Kepimpinan dalam Pendidikan. Kuala Lumpur: PTS Publishing.

Barbuto, J.E. & Burbach, M.E. (2006).The emotional intelligence of transformational leaders: A field study of elected officials. The Journal of Social Psychology 146(1):51-64.

Barent, J.M. (2005). Principle level of emotional intelligence as influence on school culture. Thesis PhD.Montana State Univerisity, USA.

Barling, J., Slater, F., & Kellowey, E.K. (2000). Transformational leadership and emotional intelligence: An exploratory study. Leadership and organization Development Jurnal, 21(3),157-161.

Boyatzis, R.E. (2002). How and why individuals can develop emotional intelligence. Dlm. Cherniss, C & Goleman, D. (pnyt). The emotionally intelligence workplace,hlm. 234-253.San Francisco: Jossey-Bass.

Boyatzis, R.E., & Sala, F. (2004). The emotional competence inventory (ECI). In G.Geher (Ed.), Measuring emotional intelligence: Common ground and controversy. New York: Nova Science.

Boyatzis, R.E., Good, D., & Massa, R. (2012). Emotional, social and cognitive intelligence and personality as predictors of sales leadership performance. Journal of Leadership & Organizational studies, 19(2), 191-201.

Caruso, D., Mayer, J.D., & Salovey, P.(2002). Emotional intelligence and emotional leadership. In R.Riggo & S. Murphy & F.J. Pirozzolo (Eds.). Multiple intelligence and leadership. Mahwah, NJ: Lawrence Erlbaum.

Cavazotte, F, Moreno, V & Hickman, V.(2012). Effects of leader intelligence, personality and emotional on transformational and managerial performance, The Leadership Quartely, 23.

Coetzee, C. & Schaap, P. (2005). The relationship between leadership behaviour, outcomes of leadership and emotional intelligence. Journal of Industrial Psychology,31(3),31-38.

Connelly, S., & Ruark, G. (2010). Leadership style and activating potential moderators of the relationships among leader emotional display and outcomes. The Leadership Quarterly, 21, 745-764.

Druskat, V. U., & Wolff, S. B. (2001). Group emotional competence and its influence on group effectiveness. In C. Cherniss & D. Goleman (Eds.), Emotional competence in organizations (pp. 132-155). San Francisco: Jossey-Bass

Dubrin A.J. (2007). Leadership: Research findings, practice and skills. New York: Houghton Mifflin Company.

Gardner, L., & Stough, C. (2002). Examining the relationship between leadership and emotional intelligence in senior level manager. Leadership and Organizational Development Journal,23, 68-78.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, pp.78-90.

Harm, P.D., &Crede, M.(2010).Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studie,17(10),5-17.

Cherniss, C., Grimm, L.G., & Liautaud, J.P. (2010). Process-design training: A new approach for helping leaders develop emotional and social competence.Journal of Management, 29(5), 413-431.

Mandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of Business and Psychology,17(3), 387- 404.

Murensky, C.L. (2000). The relationship of emotional intelligence, personality, critical ability thinking and organizational leadership performance at upper level of management. Dissertation Abstract International: Section B: The Sciences & Engineering, 61 (2-B), 1121.

Yukl, G. (2007). Leadership in Organization (8th Ed.) Englewood Cliffs. NJ: Prentice Hall.

Yung-Shu Wang & Tung-Chun Huang. (2009). The relationship of transformational leadership with group cohesiveness and emotional intelligence. Social behaviour and personality, 37(3), 379-392.


  • There are currently no refbacks.

Copyright (c) 2017 International Journal of Educational Studies

International Journal of Educational Studies
ISSN: 2312-458X (Online), 2312-4598 (Print)
© EScience Press. All Rights Reserved.