Through multiple linear regression, this study investigated relationships between leaders’ transformational leadership, leaders’ emotional intelligence, employees’ age, employees’ gender, and employees’ duration of employment in current position, and employees’ work engagement, in pharmaceutical organizations in the United States. The study also investigated the moderating role leaders’ emotional intelligence has on the relationship between leaders’ transformational leadership and employees’ work engagement. Results indicated a significantly predictive regression model where employees’ gender and leaders’ transformational leadership were found to be significant predictors of employees’ work engagement. Furthermore, the subscales of transformational leadership accounted for 44% more of the variation in employees’ work engagement than the demographic variables alone. However, only leaders’ inspirational motivation stood out as a significant predictor of employees’ work engagement. With respect to leaders’ emotional intelligence, the subscales of emotional intelligence accounted for 39% more of the variation in employees’ work engagement than the demographic variables alone. Only emotional reasoning and emotional management of others scores stood apart as the only leaders’ emotional intelligence subscales that predicted employees’ work engagement. Finally, leaders’ emotional intelligence was not able to significantly moderate the relationship between leaders’ transformational leadership and employees’ work engagement as the interaction term did not provide significant predictive ability beyond what was accounted for by transformational leadership alone.
|Adviser||Terry M. Walker|
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