ABSTRACT
In 1985, I speculated on what personal traits would correlate with the tendency to be appraised as a transformational leader by one’s subordinates (Bass, 1985). Fifteen years later, I will try to assemble some of the findings since then, both here and abroad. The driving question is to what extent cognitive, social, and emotional intelligences predispose leaders to be transformational. The preliminary answer furnished by correlational studies suggests that cognitive, social, and emotional intelligence all contribute to some degree.
