The relationship between emotional intelligence and transformational leadership behavior in construction industry leaders

Many factors contribute to the success of various endeavors in personal and professional lives. In the business world, many organizations contend that their "greatest asset is our people". This mantra acknowledges technology or tools alone will not take an organization from start-up to leader, but the personnel executing different functions can make a large impact. Additionally, research findings in psychology regarding factors contributing to individual success have become popular in business. This was not always the case, for many years the definition of intelligence was equated with academic intellectuality and measured with a number called the intelligence quotient (IQ). Discussions and research studies have taken place in other industries as to why emotional intelligence (EI), measured by the emotional quotient (EQ), may indicate personal success in life endeavors. However, the construction industry has not formally addressed these issues.; This research investigated the emotional intelligence (EI) and leadership behavior profiles of 132 construction industry leaders by using the Bar-on EQ-i emotional intelligence assessment and the Multifactor Leadership Questionnaire. The majority of the respondents studied held executive positions and were employed by Engineering News Record's (ENR) Top 400 Contractors list from 2004.; It was found that the group possesses a higher than average total emotional quotient (EQ) than the general population. They also scored higher in seven, and lower in three, of the 15 EI subscales.; The second section of the research determined relationships between the EI subscales and transformational 1eadership behavior as measured by the Multifactor Leadership Questionnaire (MLQ). It was found that five of the 15 subscales of EI were related to transformational leadership behavior at a statistically significant level. It was also found that total EQ and empathy held the strongest relationships with transformational leadership behaviors. Additionally, it was determined that none of the 15 subscales of EI were related to transactional leadership behavior for the group studied.{09}Two of the 15 subscales were negatively related to laissez-faire leadership behavior. The relationships found in this study initiated discussion of bridging the gap between profitability and employee satisfaction of construction organizations.; The study has introduced an area of research of construction management that will affect best practices of construction organizations.