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The purpose of the present work is to investigate the relationship between personal abilities (self-control and self-regulation of emotions), components of emotional and social intelligence (social skills, motivation, and empathy) with transformational leadership expressed by managers in a large Greek organization. It accurately examines managers' views on whether and to what extent they express the above behaviors in their day-to-day management. The study is based on the assumption that, if -in their perceptions- managers in the organizational context, display in their daily tasks personal abilities such as self-regulation and self-control and develop the three dimensions of emotional intelligence (social skills, motivation and empathy), then they develop charisma, intellectual motivation, and individualized consideration, that is, they practice transformational leadership. Based on the above, we assume that social skills, motivation, and empathy (dimensions of emotional intelligence) are positively associated with the manager's transformational effectiveness in the organization. Studies in Greece on this subject are scarce, without much in-depth analysis and mainly concern the general role of emotional intelligence at work. The present study, which involves business managers operating in two large companies in Greece, attempts to reliably capture the perceptions and awareness regarding this topic which has gained a lot of attention during the last two decades. The formulation of the hypotheses, is followed up by a questionnaire survey. The primary data were obtained from a questionnaire from 34 business managers operating in a large private company in Greece. The questionnaires were coded and then processed with SPSS 22.0 statistical software. Research findings suggest that social skills, motivation, and empathy (the key dimensions of emotional intelligence) and social intelligence are strongly positively associated with the manager's transformational leadership within the team he leads. That is to say, from the correlations, all five research hypotheses considered in this research are verified, since the tests of the interdependence of the variables of the hypotheses show that there is the hypothesized correlation each time, and in some cases this correlation is very strong. The implications of this study are significant for the management of business organizations and their executives in general. This research shows the need for managers to focus on anthropocentric behaviors with the development of 3 emotional and social intelligence techniques that will lead them to practice leadership by developing leadership change-transformation behaviors. Managers need to inspire, be respected for their work, act as role models, reward, adapt to their team and manage as effectively as possible the human resources that is the heart of a healthy organization.