LINKING EMOTIONAL INTELLIGENCE AND TRANSFORMATIONAL LEADERSHIP: A STUDY OF ACADEMIC LEADERSHIP
  https://doi.org/10.65725/JCMCE/2/2/007
JOURNAL OF CONTEMPORARY TRENDS IN MANAGEMENT, COMMERCE AND ECONOMICS (JCMCE) 
ISSN: 3108-3501
Volume 2 Issue 2, APR-JUN 2026

Abstract:
This study explores the dynamic relationship between Emotional Intelligence (EI) and Transformational Leadership within the context of academic leadership. As higher education institutions face increasingly complex challenges, effective leadership becomes vital for fostering innovation, collaboration, and academic excellence. Emotional Intelligence—defined by the ability to recognize, understand, and manage one’s own emotions and those of others—has emerged as a critical component of leadership effectiveness. Transformational Leadership, characterized by the ability to inspire, motivate, and develop followers, aligns closely with the emotional and interpersonal competencies inherent in EI. This paper investigates how key dimensions of EI—such as self-awareness, empathy, and emotional regulation enhance the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Drawing data from academic leaders across various institutions, the study employs quantitative and qualitative methods to assess the correlation between EI levels and perceived leadership effectiveness. This research contributes to the growing body of evidence supporting EI as a foundational competency for transformational leaders, offering practical implications for leadership development and organizational change strategies.

Authors: Pinky Gogoi, Prof. Seema S. Singha

Keywords: Emotional Intelligence, Leadership, Transformational leadership, Empathy, Self-regulation, Leadership Styles, Academic Leadership, Higher Education, Leadership Effectiveness, Organizational Change, Leadership Development, Inspirational Motivation, Individualized Consideration, Leadership Competencies.