This study was an examination of the correlation between fire officers’ emotional intelligence (EI) and their perceived leadership effectiveness. A review of the literature pointed out the need to further explore and understand the leadership effectiveness of fire officers, the levels of a fire officers’ EI, and the influence it may have on their effectiveness as a leader. Although EI has presented to be connected to leadership effectiveness, the problem is that it is not known how EI is connected to leadership effectiveness in relation to the unique leadership requirements of fire officers. Common leadership styles emerged from the literature as being transactional and transformational. The conceptual framework that guided this study was EI, as well as transactional and transformational styles of leadership. A non-experimental, quantitative design to examine the relationship between fire officers’ EI and leadership effectiveness was used, utilizing an online survey. The research question guiding this study was: What is the influence of emotional intelligence on fire officers’ leadership effectiveness? The sample consisted of 61 career fire officers in the United States. The statistical analysis indicated that EI score did not predict fire officers’ transformational or transactional leadership effectiveness.
|Advisor:||Poulin, Thomas E.|
|Commitee:||Kill, Misti, Pak, Charles|
|Department:||School of Public Service Leadership|
|School Location:||United States -- Minnesota|
|Source:||DAI-B 77/05(E), Dissertation Abstracts International|
|Subjects:||Public administration, Occupational psychology|
|Keywords:||Emotional intelligence, Fire service, Transactional leadership, Transformational leadership|
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