Evaluating the relationship between different leadership styles and emotional intelligence among managers of educational departments (Case Study: schools Shiraz)

This paper is a review of findings of studies conducted to evaluate the relationship between different management styles and emotional intelligence among high school principals in District 2 of Shiraz. The method of study was descriptive-correlational given the nature of study. The population of study includes 33 managers of educational departments and 454 teachers of education ministry in District 2 of Shiraz. Among them, 33 managers of educational departments and 80 teachers were selected using random sampling method. Measuring tools in this study included Emotional Empowerment Questionnaire and Multiple Leadership Questionnaire, which their reliability coefficient was obtained ra = 0.9 and ra = 0.94, respectively. The analysis of findings revealed that: 1) Correlation coefficient between emotional intelligence and transformational leadership style was r = 0.347, which is significant at level of p <0.05. Thus, there is a significant relationship between emotional intelligence and transformational leadership style. 2) Correlation coefficient between emotional intelligence and interactive leadership style is r = 0.269, which is not significant at level of p <0.05. Thus, there is no significant relationship between emotional intelligence and interactive leadership style. 3) Correlation coefficient between emotional intelligence and non-interventional leadership style is r= 0.044, which is not significant at level of p <0.05. Thus, there is no significant relationship between emotional intelligence and non-interventional leadership style. © BFuP Betriebswirtschaftliche Forschung und Praxis International Journal ISSN: 0340-5370 VERLAG NEUE WIRTSCHAFTS-BRIEFE, ESCHSTR 22, HERNE, GERMANY, 44629 www.bpupraxis.org 87