Emotional Intelligence, Transformational Leadership, and Leader Derailment in the Military-Industrial Complex

Title: Emotional Intelligence, Transformational Leadership, and Leader Derailment in the Military-Industrial Complex Abstract: Research has found the organizational base rate for leader failure to be 65- 75%, with 75% of employees reporting leaders as the most stressful aspect of their employment.  Despite these findings, little research has examined the particular leadership constructs,such as emotional intelligence (EI), transformational leadership (TL) style, and leader derailment behaviors (DBs), which may predict derailment.  The purpose of this quantitative, non-experimental study was to examine if leader DBs are best predicted by the relationships of EI (Hypothesis 1) or TL style (Hypothesis 2) among a military industrial organization.  The theoretical foundations of the study were based on the Goleman theory of emotional intelligence, the Bass theory of transformational leadership, and the Hogan socioanalytic theory.  A convenience sample of 135 military-industrial  leaders were recruited through leadership associations, leadership forums, and  professional and social media.  The leaders were assessed for EI via the Emotional and Social Competency Inventory, for TL with the Global Transformational Leadership  Scale, and for DBs with the Hogan Development Survey.  Two regression analyses  (standard and bivariate) were performed to test the 2 hypotheses.  Regression models were not statistically significant; therefore, the null hypotheses were retained.  These findings are applicable for organizational psychologists, who may use these findings to reorient their focus away from EI and TL as applicable predictors of derailment dispositions.  This study is also useful for future researchers, as its findings recommend operational definitions of dispositions and traits which best describe Derailment Behaviors.   Keywords: emotional intelligence, transformational leadership, leader derailment behaviors, military-industrial complex

American Meridian University
Presentation Date: 
Saturday, June 25, 2016
Event or Conference: 
International Interdisciplinary Academic and Business Conference
Presentation Type: 
Paper Presentation
Boyer's Domain: 
Presentation Location: 
American Meridian University International Conference
950 South Stafford Street
Arlington, VA 22203
United States
Abstract: 
Emotional Intelligence, Transformational Leadership, and Leader Derailment in the Military-Industrial Complex Abstract: Research has found the organizational base rate for leader failure to be 65- 75%, with 75% of employees reporting leaders as the most stressful aspect of their employment. Despite these findings, little research has examined the particular leadership constructs,such as emotional intelligence (EI), transformational leadership (TL) style, and leader derailment behaviors (DBs), which may predict derailment. The purpose of this quantitative, non-experimental study was to examine if leader DBs are best predicted by the relationships of EI (Hypothesis 1) or TL style (Hypothesis 2) among a military industrial organization. The theoretical foundations of the study were based on the Goleman theory of emotional intelligence, the Bass theory of transformational leadership, and the Hogan socioanalytic theory. A convenience sample of 135 military-industrial leaders were recruited through leadership associations, leadership forums, and professional and social media. The leaders were assessed for EI via the Emotional and Social Competency Inventory, for TL with the Global Transformational Leadership Scale, and for DBs with the Hogan Development Survey. Two regression analyses (standard and bivariate) were performed to test the 2 hypotheses. Regression models were not statistically significant; therefore, the null hypotheses were retained. These findings are applicable for organizational psychologists, who may use these findings to reorient their focus away from EI and TL as applicable predictors of derailment dispositions. This study is also useful for future researchers, as its findings recommend operational definitions of dispositions and traits which best describe Derailment Behaviors