Critical Link Between Emotional Intelligence and Transactional Leadership Effectiveness in Palestinian Tech Sector
Research Published in International Leadership Volume Provides New Insights for Technology Industry Management
RAMALLAH, PALESTINE – In a significant advancement for leadership science, new research has uncovered the precise relationship between emotional intelligence and transactional leadership effectiveness within the Palestinian information and communication technology (ICT) sector. The comprehensive study, published in a prominent international leadership volume, demonstrates how leaders' emotional intelligence capabilities directly influence the success of transactional leadership approaches in technology-focused organizations.
The research, conducted by Dr. Marwan Milhem of Gulf University alongside colleagues from Palestine Technical University-Kadoorie, provides empirical evidence that emotional intelligence serves as a critical moderator in how transactional leadership behaviors impact organizational outcomes—a discovery with profound implications for technology companies operating in complex, fast-paced environments.
Transactional Leadership in the Digital Age
While transformational leadership has dominated leadership research in recent decades, this study brings renewed attention to transactional leadership—the more structured, reward-based leadership approach that emphasizes clear expectations, performance monitoring, and contingent rewards—which remains highly relevant in technology sectors where project deadlines, quality standards, and performance metrics are clearly defined.
"Our research confirms that transactional leadership isn't obsolete in the modern workplace—it's simply more effective when combined with high emotional intelligence," explained Dr. Milhem, lead researcher and organizational behavior expert. "In the Palestinian ICT sector, where teams often work under tight deadlines with high complexity, leaders who can combine structured management approaches with emotional awareness achieve significantly better outcomes."
Methodology and Key Insights
The researchers employed a sophisticated quantitative approach to analyze leadership dynamics across Palestinian ICT organizations, utilizing validated measurement scales for both transactional leadership behaviors and emotional intelligence components.
"Previous research often treated transactional leadership as a standalone construct," noted Dr. Mohannad Moufeed Ayyash, co-author and faculty member at Palestine Technical University-Kadoorie. "Our contribution is demonstrating how emotional intelligence capabilities—particularly self-awareness, self-regulation, and social skills—moderate the effectiveness of transactional leadership behaviors in technology environments."
The study particularly examined how leaders' ability to recognize and manage emotions influences four key dimensions of transactional leadership:
Contingent reward behaviors (rewarding performance)
Management by exception-active (proactively monitoring performance)
Management by exception-passive (intervening only when problems arise)
Laissez-faire leadership (avoiding leadership responsibilities)
"Our findings suggest that emotional intelligence doesn't replace transactional leadership—it enhances it," explained Dr. Ali Ahmed Ateeq, another co-author. "Leaders with high emotional intelligence can implement structured, performance-oriented leadership approaches while maintaining positive team dynamics and preventing the potential negative effects of overly rigid management systems."
Strategic Implications for Technology Organizations
The research has immediate practical applications for ICT companies and other technology-driven organizations:
Leadership Development Integration: Organizations should integrate emotional intelligence development into transactional leadership training programs rather than treating them as separate competencies. "The most effective technology leaders combine clear performance expectations with emotional awareness," Dr. Milhem emphasized.
Context-Specific Leadership: The study reveals that certain transactional leadership behaviors work better with specific emotional intelligence capabilities depending on project phase and team composition. "During crisis situations, for example, management by exception becomes more effective when paired with strong self-regulation capabilities," noted Dr. Mohammed Alzoraiki, the study's fourth author.
Performance Management Systems: Companies should redesign performance management systems to recognize and reward the integration of emotional intelligence with transactional leadership approaches.
Industry Response and Future Applications
Technology executives across the Middle East have already begun applying the study's insights to refine their leadership development programs. "This research provides the scientific foundation we've needed to move beyond the false dichotomy between transactional and transformational leadership," commented a senior executive from a major Palestinian software company who requested anonymity. "In our daily operations, we need leaders who can be both structured and emotionally intelligent."
The researchers are developing industry-specific implementation guides and exploring how these leadership dynamics function in remote and hybrid technology work environments—a particularly relevant question given the increasing prevalence of distributed tech teams.
As the global technology sector continues to evolve, this research offers a nuanced understanding of leadership effectiveness that moves beyond popular leadership fads to provide evidence-based guidance for technology managers. The study ultimately suggests that the most successful technology leaders are those who can thoughtfully blend structured management approaches with sophisticated emotional intelligence capabilities.
"In the high-pressure world of technology development, leadership isn't about choosing between being 'hard' or 'soft'—it's about knowing when and how to integrate both approaches," concluded Dr. Milhem. "Our research shows that emotional intelligence is the key that unlocks the full potential of transactional leadership in technology environments."