The U.S. Department of Labor, Bureau of Labor Statistics 2002–2012 employment projections, predicts that by 2010, there will be approximately 10,033,000 more jobs available than there are qualified people in the labor force. The greatest concentration of jobs will be found in the engineering sciences, education, and healthcare professions, along with other business providing goods and services that are the backbone of the United States Gross Domestic Product totaling over $12,000 billion annually. Leadership research suggests that the leadership style identified as Transformational is considered critical by many in the field in developing the type of social architecture capable of retaining and generating the intellectual capital necessary to meet 21st-century challenges. The purpose of this cross-sectional, quantitative survey is to examine the relationship between the utilization of Emotional Intelligence and Transformational Leadership Style that may lend itself to the development of more effective leadership training and development programs to meet the upcoming challenges. Individuals in leadership management positions with three or more subordinates under their supervision were selected for participation in this study. In addition, this research compared and contrasted how males and females use Emotional Competencies in Transformational Leadership Style. Correlational analyses and hierarchical linear regression analyses were used to examine these questions.
|Advisor:||Civita, Lori La|
|Commitee:||Damiani, Joseph, Gillies, Bruce|
|Department:||School of Psychology|
|School Location:||United States -- Minnesota|
|Source:||DAI-B 69/07, Dissertation Abstracts International|
|Subjects:||Social psychology, Occupational psychology, Labor relations|
|Keywords:||Communication, Emotional intelligence, Gender, Leadership, Leadership development, Transformational, Transformational leadership|
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