Active Versus Avoidant Leadership in Information Technology: Contrasting Emotional-Intelligence Profiles of Transformational, Transactional, and Passive-Avoidant Leaders
Eniola O. Olagundoye
Texas Southern University
Purpose - This article reframes the dissertation's significant and non-significant findings as an active-versus-avoidant leadership pattern. Methodology – Using data from 185 IT professional leaders, the study measured transformational, transactional, and passive-avoidant leadership with the MLQ 5X and four EI components with the SSEIT. Findings - Transformational leadership predicted all four EI components; transactional leadership predicted three of four; overall EI predicted transformational leadership (R² = .343, β = .585) and transactional leadership (R² = .222, β = .471); and overall, EI did not significantly predict passive-avoidant leadership. Six of seven original null hypotheses were rejected, while the passive-avoidant hypothesis was not. Originality/value - The study turns the non-significant passive-avoidant result into a theoretically meaningful boundary condition, suggesting that EI is associated with active leadership engagement rather than leadership indiscriminately.
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