Academic Leaders' Emotional Intelligence and Transformational Leadership in Higher Education
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Abstract
Background: Academic leaders occupy a crucial position in higher education institutions, and it is essential to consider their emotional intelligence in order to encourage transformative leadership and effective decision-making. Due to the numerous responsibilities, attitudes, behaviours, and emotions connected to a job or position, all academic leaders face a few challenges.
Purpose: The aim of this paper is to assess the prevalence of emotional intelligence (EI) and Transformational Leadership (TL)among college faculty members. Examining the association between the many different personal aspects of faculty members and their performance, and examining the correlation between transformational leadership among the investigated academic leaders. The purpose of this study is both descriptive and exploratory.
Design/Methodology: 125 full-time faculty members from various Higher Education Institutions (HEI’s) were surveyed for their perspectives on emotional intelligence and the transformative leadership of their institution's top officials. This study primarily provides descriptive information.
Results: The findings highlight an alarming difference between the present state of emotional intelligence and the level required for successful management. The findings highlight the need for individualised development programmes that can enhance the social and interpersonal skills of students in HEI’s, thereby enhancing their leadership effectiveness.