ABSTRACT
Leading models are identified, before the chapter moves to a consideration of a relationship between Emotional Intelligence (EI) and transformational and authentic leadership. Goleman's model of EI identifies self-awareness, self-regulation, motivation, empathy and social skill as the five components of emotional intelligence at work; it remains perhaps the most widely recognized and utilized model of EI among the practitioner community. Correlations between EI and transformational leadership have been reported, and a positive relationship between transformational leadership and emotions has been observed. Transformational leadership has even been referred to as management of emotion. Furthermore, Gardner and Stough reported identification and understanding the emotions of others as the best predictor of charisma, individual consideration contingent reward, laissez faire and outcomes of transformational leadership. While there is empirical support for the notion that EI and transformational leadership are related, not all theorists agree.
