The Role of Emotional Intelligence, Transformational & Transactional Leadership Traits in United States Veterans Leadership: A Phenomenological Study
Abstract
This research employs a phenomenological approach to explore the preferred leadership styles, practices, and tactics of United States Armed Forces Veterans when leading members of their organization. The United States has numerous veterans who serve in crucial leadership roles in our nation and abroad. Leadership roles of United States veterans have yet to be widely researched or established. Veterans’ knowledge and skills are a valuable resource for organizations. Ten United States veterans of the Air Force, Army, Air and Army National Guard, Coast Guard, and National Guard Bureau-Joint Forces were interviewed as part of the research to learn first-hand about their leadership practices, expertise, and experiences in leading their organizational members. The study explored veterans’ leadership through the lenses of transformational and transactional leadership theories and the theory of emotional intelligence. The research investigated the practical applications of these theories and how emotional intelligence characteristics and personality traits are applied in their leadership practices. The research found that transformational, transactional leadership traits, and emotional intelligence were integral to veterans’ leadership styles and highly associated with positively leading members of their organization. Transformational and transactional leadership practices were highly viable and applied comprehensively throughout the veterans’ strategic leadership tactics. Emotional Intelligence and the Big Five personality traits were identified as critical when veterans employed those “at the right time” while leading their followers and subordinates in their organizations. The participants of this study are active and retired veterans who have served in the United States Armed Forces. Participants had 20 or more years of leadership experience and served for a number of years in the United States military. Future recommendations identified that further research on leadership is necessary and beneficial for developing and advancing leaders in any organization. Keywords: veterans, transformational and transactional leadership, emotional intelligence, personality traits, military service commitments.
The Role of Emotional Intelligence, Transformational & Transactional Leadership Traits in United States Veterans Leadership: A Phenomenological Study
This research employs a phenomenological approach to explore the preferred leadership styles, practices, and tactics of United States Armed Forces Veterans when leading members of their organization. The United States has numerous veterans who serve in crucial leadership roles in our nation and abroad. Leadership roles of United States veterans have yet to be widely researched or established. Veterans’ knowledge and skills are a valuable resource for organizations. Ten United States veterans of the Air Force, Army, Air and Army National Guard, Coast Guard, and National Guard Bureau-Joint Forces were interviewed as part of the research to learn first-hand about their leadership practices, expertise, and experiences in leading their organizational members. The study explored veterans’ leadership through the lenses of transformational and transactional leadership theories and the theory of emotional intelligence. The research investigated the practical applications of these theories and how emotional intelligence characteristics and personality traits are applied in their leadership practices. The research found that transformational, transactional leadership traits, and emotional intelligence were integral to veterans’ leadership styles and highly associated with positively leading members of their organization. Transformational and transactional leadership practices were highly viable and applied comprehensively throughout the veterans’ strategic leadership tactics. Emotional Intelligence and the Big Five personality traits were identified as critical when veterans employed those “at the right time” while leading their followers and subordinates in their organizations. The participants of this study are active and retired veterans who have served in the United States Armed Forces. Participants had 20 or more years of leadership experience and served for a number of years in the United States military. Future recommendations identified that further research on leadership is necessary and beneficial for developing and advancing leaders in any organization. Keywords: veterans, transformational and transactional leadership, emotional intelligence, personality traits, military service commitments.
