Emotional Intelligence as Correlate of Leadership Styles among Leaders and Custodians of Security in a State’s Administrative Ministries

This study examines the relationships between emotional intelligence and the leadership styles, Transformational, Transactional and Laissez Faire, of Permanent Secretaries, Directors and Deputy Directors in various ministries in Lagos State, Nigeria. A sample size of 60 was selected out of the 72 senior officers.  The principal instruments used were the Wong and Law Emotional Intelligence Scale (WLEIS) and the Multifactor Leadership Questionnaire (MLQ) which included a section for demographic data collection.  The Pearson r for correlation and descriptive statistical analysis were employed in the study. Results show a significant correlation between Emotional Intelligence and Transformational Leadership styles r (60) =.261, p =.044 and between Emotional Intelligence and Laissez Faire Leadership styles r (60) =.309, p =.016, but not between Emotional Intelligence and Transactional Leadership styles. Further correlation between Emotional Intelligence and transformational leadership style sub-factors report a significant correlation between Emotional Intelligence and Intellectual Stimulation r (60) =.288, p =.026. It is concluded that there is a prevalent correlation between Emotional Intelligence and Transformational, Laissez Faire and Intellectual Stimulation leadership styles. Finding may assist in the informed decisions of recruiters and trainers of executive leadership. It is recommended that national and state administrative management should strengthen leadership initiatives that will promote emotional intelligence and transformational leadership style while channeling them in order to achieve their goals and intentions of security and sustainable development.