Does Emotional Intelligence and Self-Efficacy Predict Transformational Leadership in Law Enforcement Managers: A Quantitative Study

This study examined the predictive relationship between emotional intelligence, self-efficacy, and transformational leadership in law enforcement management. While transformational leadership is widely recognized for enhancing organizational success and employee well-being, research often focuses on corporate settings, overlooking the unique challenges of law enforcement. Additionally, emotional intelligence and self-efficacy are frequently studied in isolation, leaving gaps in understanding their combined influence on leadership in high-stress environments. Using quantitative correlational design, data was collected from 82 law enforcement managers in Southwest Florida through validated instruments: the Wong and Law Emotional Intelligence Scale, Leader Efficacy Questionnaire, and Multifactor Leadership Questionnaire. Multiple regression analysis assessed the predictive contributions of emotional intelligence and self-efficacy, while Spearman’s correlation examined their relationships. Findings revealed that emotional intelligence and self-efficacy significantly predict transformational leadership, accounting for 96% of its variance (R² = 0.960). Emotional intelligence was the strongest predictor (β = 0.879), with self-efficacy also contributing meaningfully (β = 0.547). Both predictors were statistically significant (p < 0.001), emphasizing their role in effective leadership. This study advances leadership literature by integrating social exchange and social cognitive theories, offering a deeper understanding of how these traits shape transformational leadership. The findings provide practical insights for leadership development in law enforcement and other high-stress fields, emphasizing the need to cultivate emotional intelligence and self-efficacy to enhance resilience, team performance, and leadership effectiveness.