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BUSINESS & COMMERCE
Leadership - it’s all a matter of trust Debate is sweeping the corporate world on the nature of leadership and the qualities needed to best engender trust in an increasingly volatile business climate. A senior CSU researcher believes emotional intelligence is a key factor in providing effective management. How leaders facilitate change - how they create, communicate and model their vision, and at the same time inspire employees to be part of that vision – is being seen as key to “transformational leadership”, the type of successful leadership required in modern business. Transformational management bases much of its thinking on emotional intelligence, or EI, a learning theory that can be defined as the ability to perceive, understand and manage one’s emotions and the emotions of others. Tony Travaglione, Professor of Management in the Asia Pacific Graduate School of Management at Charles Sturt University (CSU), believes there are strong arguments for a positive link between a leader’s emotional intelligence and the quality of his or her transformational leadership.
CSU Professor of Management, Tony Travaglione Business has long accepted that leadership had to move from an autocratic style in the 1950s and 60s. This led to a more encouraging participatory style in the 70s and 80s referred to as transactional leadership, which focused on the accomplishment of tasks and good worker relationships in exchange for desirable rewards. However, by the 1990s, the development of transformational theory gained ground. “If leadership is transformational, its charisma or idealised influence sets high standards for emulation. Its inspirational motivation provides followers with challenges and meaning for engaging in shared goals and activities,” said Professor Travaglione. “Studies show that emotional management may underlie the ability of a leader to be inspirationally motivating and intellectually stimulating. “Theoretically, leaders who are rated highly in EI are more likely to be self-aware, to demonstrate foresight and strong beliefs. A leader who benefits from the emotional management aspect of EI considers the needs of others,” he said. “Considering the sizable benefits that accrue to the workplace when trust levels are high, EI (emotional intelligence) has a significant role in future leadership practices.” Professor Tony Travaglione Workplace trust and organisational commitment are two of the research interests of Professor Travaglione who has recently completed a study which explores the role of emotional intelligence and examines its effect on trust in leaders and in their organisation “We sampled over 440 employees from a large public sector organisation who were asked to rate their immediate manager’s emotional skills and leadership style. “Participants were invited to report on their trust levels and general propensity to trust. Results showed EI had a positive and significant association with leadership and how it is perceived,” he said. “With the importance of trust only likely to grow in view of continued turbulent environments, organisational practitioners need to be aware of the dynamics of trust formation and propagation. Professor Travaglione believes organisations which foster effective, emotionally intelligent leadership are more likely to encourage trust at the management and corporate level. “Considering the sizable benefits that accrue to the workplace when trust levels are high, EI has a significant role in future leadership practices,” he concluded. ends
Editor's Note: Tony Travaglione is Professor of Management in the Asia Pacific Graduate School of Management at Charles Sturt University. Media Note: Print quality pictures of Professor Trvaglione are available from the Media Office. Related Images:  |
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