Abstract

This study explores the intricate relationship between emotional intelligence (EI), transformational leadership, and employee engagement. It posits that leaders with high emotional intelligence are more likely to exhibit transformational leadership behaviors, which in turn, foster higher levels of employee engagement. A quantitative, cross-sectional research design was employed, with data collected from 350 employees and their immediate supervisors across multiple service-sector organizations in Nigeria. The results, analyzed using path analysis, support the proposed model. A leader's emotional intelligence was found to be a significant predictor of their transformational leadership style. Subsequently, transformational leadership was positively associated with employee engagement. The study also found a partial mediation effect of transformational leadership in the relationship between leader EI and employee engagement. This research contributes to the leadership literature by empirically linking these three crucial constructs in a non-Western context and offers practical guidance for leadership development programs aimed at improving organizational effectiveness.

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