Emotional Intelligence and Leadership Styles in China

Cheok San Lam ； Eleanor O'Higgins

《Asia Pacific Management Review》 預刊文章 Pp. 447-474

並列摘要

This study explored the emotional intelligence level and leadership styles of Chinese managers and their employees, in comparison to Western contexts. The study participants were employees and managers in two organisations in Shanghai, China. Consistent with previous studies in the West, the results of this study in China show that the relationship between emotional intelligence and transformational leadership style are positively correlated. The results also show that among the four dimensions or components of emotional intelligence, the employees obtained the highest score in self-awareness and the lowest in social awareness, while managers also obtained the highest score in self-awareness, but the lowest in self-management. On leadership style, managers obtained their highest score on transformational leadership style, followed by transactional leadership style and the lowest score for laissez-faire style. Within the dimensions or components of transformational leadership styles, managers' scored highest at inspirational motivation and lowest at idealised influence (attributed) and individual consideration. Various implications for theory and practice arise from the study, in the context of traditional Chinese values and culture, alongside ongoing changes in terms of China's increasing interaction with Western managerial practices.

並列關鍵字

Emotional intelligence ； transformational leadership ； transactional leadership

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