CHAPTER 1

INTRODUCTION

Background of the Study

The forthcoming prospect survival of an organization is relying heavily by
their ability to acclimatize to constant changes. The expansion and the sustainability
in profitability could only be achieved by the organizations that realize the role of an
effective leadership in their organizational performance. In today scenarios, the
competitiveness to succeed by any organization depends on how they employ the
leaders with strong managerial skills, leadership skills, possess charisma and
intelligence and much more (George, 2000). Although the entire factor including IQ
and experience is important for them but it never guarantees that they have the
knowhow on handling their subordinates efficiently and effectively (Goleman, 1998).
Emotional intelligence is a key factor in an individuals ability to be socially effective
thus the key to determine of an effective leadership (Kerr, Garvin, Heaton, Boyle,
2005).
Ever since the beginning of human history, the mystery of human minds and
emotions that affect the behavior of a person have been constantly argued or debated.
All this can be summarized by the emergence of emotional intelligence which has
been the talk of the town in recent years. Ever since Daniel Goldman published the
bestselling book Emotional Intelligence in 1995 have gathered many researchers
from all over the world gathered developed a serious interest by indulging in research

works in emotional intelligence. According to Mayer, Roberts and Barsade (2008) the
direction of people by building an assumption in making an incorrect decision and the
contrary the usage of mind and logic can lead towards the enhancing of life conditions
has been acknowledged during the history even though it was not entirely true. People
behaviour can give a very meaningful in their lives which can be resulted from the
direction of the emotion thats been driven by certain events. A traditional approach
has been accepted that emotions can be the basics in preventing and keeping people
from the actual judgement but in fact, emotions play a vital role in the decision
making process (Salovey & Mayer, 1990). At the present time, in making the ideal
decision making process people continually give emphasis on the effects of the role of
emotions.
Many organizations in the present day must change at a drastic pace to sustain
a competitive edge over others. It requires a swift transaction for the employees and
leaders who are acclimatize, work proficiency, constantly improve the systems and
process in doing work, who are customer focused and especially making big profits in
an organization. Vaill (1996) stated that the need of continuous environment of
mayhem and transform can be the epitomized of the permanent white waters of
modern life. Therefore, leadership is the driving force in administering white
waters. There are many types of leadership style that's been practiced but the
principal of a leadership is must play in every aspect in ensuring the success of the
organization. Goleman (2000) considered that to be an effective leader, the
prerequisite is by getting the best result by utilizing the resources in the specific time.
For example like the recovery of Chrysler Corporation under Lee Iacocca and the
turnaround of Gillette under the leadership of Colman Mockler and Kimberly-Clark
during the years of Darwin Smiths tenure (Collins, 2001). Goleman, Boyatzis,
McKee (2002) stated that a great leader must ignite other passion and inspire the best

and even can move us. Primary a great leadership must work through or gone over the
emotions. This can enable others to work more effectively and efficiently, posses
great vision, powerful ideas, and lots of other positive things.
To be an effective leader it has been distinguished that emotion is key in
communication for delivering the vision and to extract responses from other
employees (Ashkanasy & Tse 2000; Lewis 2000). To lead others, leadership styles can
play roles in the behavior pattern. There are many different types of leadership styles,
transformational leadership styles, transactional leadership styles and laissez-faire
(Burns 1978; Bass & Riggio 2006). Stated by George (2000) a must for a leader is by
consisting a high level of emotional intelligence to employ emotions to improve the
decision-making leading to major improvement in organizational settings. Many
leadership researchers have emphasized that to be effective leaders they must consider
critical because it can be useful inspiring subordinates henceforth to building strong
relationships (Bass 1997; Goleman 1998). A strong emotional conviction is essential
to be charismatic leaders in their values and beliefs for communicating with others
(Bass, 1985). From the past studies, found that all the components in transformational
leadership and some of the components in transactional leadership are positively
related with the emotional intelligence (Palmer, Walls, Burgess & Stough, 2001; Bass,
1998; Sivanathan & Fekken, 2002; Duckett & MacFarlane, 2003; Butler &
Chinowsky, 2006).

Statement of the Problem

The business environment is frequently changing, according to George (2000)

leadership positions must have more than just task competencies or technical knowhow. As an effective leader, they must possess not just ability to lead and succeed
organization targets but also must have multiple forms of intelligence that can make
them successfully respond in various challenging situations (Riggio, Murphy &
Pirzol, 2002). Many scholars have highlighted that as an executive leader they must
have emotional skill in order to achieve performance (Carmeli, 2003) and become
increasingly important (compared to IQ and technical skills) as individuals advance
within their organizational hierarchies (Dulewicz & Higgs, 2003; Goleman, Boyatzis
& McKee, 2002). Goleman (1998) also quoted that an effective leader is alike in one
crucial way: they all have a high degree of emotional intelligence: and suggested that
to be a good leadership they must have emotional intelligence as the fundamental or is
a must.
Other than that, even though there is plenty of research being done on
emotional intelligence and leadership style as separated research but there is little
researches have been done on the relationship between emotional intelligence and
leadership styles among the officers within the government sector in Malaysia. This
research problem addressed the lack of knowledge in the area of emotional
intelligence and leadership styles. Also to seek the relationship between emotional
intelligence and leadership styles among the executive in the government sector in
Malaysia.

Research Objectives
The objectives of this study will be to:
RO1.
To describe the leadership styles practiced by the government officers in

RO2.
RO3.

Putrajaya.
To describe the current level of emotional intelligence possessed by the
government officers in Putrajaya.
To identify the relationship between emotional intelligence and leadership
styles among the government officers in Putrajaya.

Research Questions
The research questions used in this study are:
RQ1. What is the dominant Leadership style practiced by the government officers in
RQ2
RQ3
RQ4

Putrajaya?
To what extent does Emotional Intelligence influence Leadership styles?
Is there a relationship between Emotional Intelligence and Leadership styles?
What relationship exists between Emotional Intelligence and the
Transactional, Transformational and Laissez-Faire of Leadership style?

Significance of the Study

This study examines the relationship between emotional intelligence and
leadership styles used by the government officials in Putrajaya area. The results from
this study will be valuable because it will help further understanding on the
importance of emotional intelligence as a dimension of effective leadership. A high
priority has been set by the business organizations for the development of effective
leadership (Collins, 2001).

In an organization, the key towards the leaders effectiveness and ensuring the
success of the organization itself is emotional intelligence (Goleman, 1995; 1998;
1998; 2000). At the present time, the term of emotional intelligence in the workplace
is now widely spread. This is because the organization identifies that emotional
intelligence can lead towards the foundation in achieving the performance that
desired. Many publications have acknowledged throughout the years.
There for the research findings can guide the future leadership development
programming such as training and will be the main factor. The study will create the
awareness in maintaining relationships and also can explain the current leadership
styles being practiced in Putrajaya. With emotional intelligence it will alleviate the
character of a successful organization. So future leaders will be benefit from this
while learning their leadership styles and emotional intelligence capabilities. Finally,
hope that this study will play a part due to the limited amount of research on the
relationship between emotional intelligence and leadership styles.

Limitation of the Study

This study has set several limitations as follows:
1. This research will be conducted on selected variables of under the dimensions
emotional intelligence and under the dimension of leadership styles.
2. The location of this study will be conducted at the Government Officers in
Putrajaya.
3. Government officers vary in terms of their ranks, salary and job requirements.
Therefore the data may not be uniformed.

Definitions of Terms

1. Emotional intelligence
The composite set of capabilities which can be observed when a person
demonstrates the competencies that constitute self-awareness, self-management,
social awareness, and social skills at appropriate times and ways in sufficient
frequency to be effective in the situation (Boyatzis, Goleman, & Rhee, 1999). In this
study, emotional intelligence will be measured by the Bar-On EQ-i.
2. Leader
An individual that uses different styles and skills in a group or team to direct
the group or team through a process in order to reach a common goal (Northouse,
2004).
3. Leadership
A process whereby an individual influences a group of individuals to achieve a
common goal (Northouse, 2004).
4. Leadership style
The behavior of an individual who attempts to influence others by using both
directive and supportive behaviors (Northouse, 2004). In this study, leadership style
will be measured by the Multifactor Leadership Questionnaire developed by Bass and
Avolio (2000).
5. Transformational leadership
A leadership style which focuses on the process whereby an individual
stimulates and inspires followers to achieve extraordinary outcomes and, in the
process, develop their own leadership capacity (Bass & Riggio, 2006; Northouse,
2004).
6. Transactional leadership
A leadership style which focuses on the exchanges of one thing for another
that occur between leaders and their followers (Bass & Riggio, 2006; Northouse,
2004).
7. Laissez-faire leadership
A leadership style whereby the leader is avoidant or has an absence of
leadership and is inactive (Bass & Riggio, 2006; Northouse, 2004).