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Abstract

This study explored the role of emotional intelligence (E1) within transactional-transformational Leadership and examined the impact of each leadership style on trust in leaders and trust in the Organization. Results from 448 public-sector employees slowed that leader El was positively correlated with transformational leadership and transactional-contingent-reward ratings. Leader E1 had a significant and positive relationship with total transactional leadership. Transformational leadership and contingent-reward were both found to be significant positive influences on trust in immediate leader and trust in the organization, confirming expectation. In contradiction to the final hypotheses, transactional leadership also played a significant part in trust scores.

Volume

1

Issue

1

First Page

68

Last Page

79

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