Relationship between emotional intelligence and transformational leadership of supervisors : The impact on team effectiveness

Purpose – This study aims to investigate the relationships between social skills, motivation and empathy (emotional intelligence components) and transformational leadership in Greek organisations giving emphasis on supervisor‐subordinate interaction on a team basis. In particular, this study aims to investigate employees' perceptions regarding their supervisor's emotional intelligence as well as transformational leadership. Design/methodology/approach – Participants were 267 managers working at various functional units and different hierarchical levels. Data were collected by means of questionnaires in a series of face‐to‐face structured interviews regarding subordinates' perceptions for the following: supervisors' emotional intelligence; and transformational leadership. Findings – Results provided support for the model which suggests that supervisors' emotional intelligence components such as social skills, motivation, and empathy are positively associated with transformational leadership increasing team effectiveness with subordinate. Research limitations/implications – Data were collected from convenience samples that might limit generalisability of results. Implications for management are discussed including the need for supervisors to use emotional intelligence competencies and transformational leadership, so that their subordinates are empowered to participate and increase team effectiveness. Originality/value – This study contributes to our understanding of the linkage among emotional intelligence and transformational leadership of supervisors in Greek organisations and the impact on teamwork with their subordinates.