Looking at the need for leadership ability from a more global perspective, it is evident that organizations worldwide are undergoing changes. To remain competitive and relevant, Namibian organizations must change to survive in an increasingly globalised and hyper-turbulent global market. Effective leadership is seen as one of the elements that can alter behaviour and make change happen. This study explores the relationship between emotional intelligence traits and leadership among 148 middle managers in Namibia working in Windhoek-based organizations. Its purpose is to investigate if individual traits of emotional intelligence may give an indication of possible leadership behaviour, looking at transformational, transactional and laissez faire leadership styles. Evidence of such a link would be considerable for organizations in their quest to find talent and develop and train this talent to take on future leadership positions. Two instruments were used to collect data relevant to the study, i.e. The Trait Emotional Intelligence Questionnaire (TEIQue) measuring trait emotional intelligence; and the Multifactor Leadership Questionnaire (MLQ), measuring leadership style. A quantitative approach was followed, where emotional intelligence orientation was matched with the specific leadership style, to draw conclusions on the relationship and inter-relationship between the two constructs. A detailed statistical analysis was performed, revealing that Namibian middle management is predominantly entrenched within the transactional leadership style. There was no significant relationship between emotional intelligence and transactional leadership style. The transformational leadership style was positively related to emotional intelligence. The laissez-faire style was negatively related to emotional intelligence. iii Finding, however, a lower emotional intelligence score within the Namibian sample compared to leaders elsewhere, it can be argued that efforts to improve emotional intelligence within middle management leadership will most likely improve transformational leadership abilities. Numerous opportunities are suggested to develop emotional intelligence, focussing on educational institutions, organizations and private sector as well as Government.
Hoffmann, B (2021). The Relationship Between Emotional Intelligence And Leadership Among Middle Managers in Namibia. Afribary. Retrieved from https://afribary.com/works/the-relationship-between-emotional-intelligence-and-leadership-among-middle-managers-in-namibia
Hoffmann, Birgit "The Relationship Between Emotional Intelligence And Leadership Among Middle Managers in Namibia" Afribary. Afribary, 23 Apr. 2021, https://afribary.com/works/the-relationship-between-emotional-intelligence-and-leadership-among-middle-managers-in-namibia. Accessed 29 May. 2023.
Hoffmann, Birgit . "The Relationship Between Emotional Intelligence And Leadership Among Middle Managers in Namibia". Afribary, Afribary, 23 Apr. 2021. Web. 29 May. 2023. < https://afribary.com/works/the-relationship-between-emotional-intelligence-and-leadership-among-middle-managers-in-namibia >.
Hoffmann, Birgit . "The Relationship Between Emotional Intelligence And Leadership Among Middle Managers in Namibia" Afribary (2021). Accessed May 29, 2023. https://afribary.com/works/the-relationship-between-emotional-intelligence-and-leadership-among-middle-managers-in-namibia