Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes?

Purpose This study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations. Design/methodology/approach Using a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐On's Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership. Findings The results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership. Originality/value EI may be a useful concept in understanding leadership and social influence; however, unlike previous studies no indication was found that EI as operationalized and measured by the EQI is of particular value in that exploration.