Concerning various dyadic interactions between the leader and the subordinate, there has been insufficient research conducted on affective elements such as emotion, while most research focused on the leader's evaluation of the cognitive elements such as performance and capability. Furthermore, very few studies have examined the role of emotional intelligence (EI) and the role of the EI interactions between the leader and the subordinate in the context of leadermember exchange (LMX) relationships. The purpose of this study is to empirically prove the existence of the effects of the interaction between the leader's EI and the subordinate's EI on the leader's leadership pattern and the relationship among the leader's EI, his leadership pattern, and the quality of LMX. In order to serve this purpose the following investigation model was established. The sample in this study consisted of junior military officers serving in the Korean Army. A questionnaire-based survey was conducted for the main study. Questionnaires were sent via mail or given in person to 200 company commanders and 200 platoon leaders who served in military units in Kyonggi-Do and Kangwon-Do. The data from 153 leader-subordinate dyads were analyzed using reliability analysis, factor analysis, descriptive statistics, correlation analysis, and hierarchical multiple regression analysis. Major findings of the study are as follows. First, it turned out that the higher EI the subordinate possesses, the higher the LMX quality that the leader perceives, and the higher EI the leader possesses, the higher the LMX quality the subordinate perceives. Second, the higher EI the leader possesses, the higher level of transformational leadership the leader shows. Third, it turned out that it is not significant the subordinate's EI moderate the relationship between the leader's EI and transformational leadership. Finally, transformational leadership mediates between 1) the leader's EI and the LMX qualities that the leader perceives and 2) the leader's EI and the average of the LMX quality that the leader and the subordinate perceive. The implications of this study's results are like the following. First, this study empirically proved and analyzed the roles of the leader's EI and subordinate's EI and the interactions between them in a more concrete manner. Second, when the EI trait of the leader was expressed in the form of transformational leadership, the moderating effect of the subordinate's EI on this relationship was confirmed. Third, through empirical investigation of the mediating role of transformational leadership between the leader's EI and LMX quality, a new approach to shedding light on the relationship between these two. Fourth, this study suggested a practical application of EI that is likely to contribute to military organizations and workplace.