Transformational Leadership and Emotional Intelligence: A Psychological Study of Chhatrapati Shivaji Maharaj

Abstract Transformational leadership has been widely studied in contemporary organizational and political contexts; however, its psychological dimensions within historical leadership remain underexplored. The present study examines the transformational leadership qualities of Chhatrapati Shivaji Maharaj through the theoretical lens of Emotional Intelligence (EI). Drawing upon secondary historical sources, letters, administrative records, and documented incidents, this psychological study analyzes how emotional awareness, empathy, self-regulation, motivation, and social skills influenced Shivaji Maharaj’s leadership style and governance.The study adopts a qualitative, descriptive research design and maps historical behaviors and decisions onto established models of transformational leadership and emotional intelligence. Findings indicate that Shivaji Maharaj demonstrated high emotional intelligence, evident in his ethical governance, inclusive administration, strategic restraint in warfare, respect for women and civilians, and his ability to inspire loyalty and moral commitment among followers. His leadership reflects core transformational components such as idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation, supported by strong emotional regulation and social awareness.The study contributes to leadership psychology by bridging historical analysis with modern psychological constructs, offering an indigenous leadership model rooted in ethical values, emotional maturity, and social responsibility. The findings have implications for leadership development, political psychology, and value-based leadership education, particularly in the Indian socio-cultural context.