For leaders, emotional intelligence isn’t just a “nice to have”, it’s the leadership superpower of our times. In a world that’s racing to automate, emotional intelligence remains unmistakably human and undeniably valuable.
Three decades ago, psychologist and author Daniel Goleman introduced a simple but powerful idea: EQ matters more than IQ.
His theory, drawn from behavioural science and workplace studies, shifted how we think about leadership and success.
Today, in a knowledge economy that’s being reshaped by artificial intelligence, Goleman’s original thesis resonates more than ever.
IQ Still Matters But It’s No Longer Enough
The advantage of ‘human intellectual capital’ is being eroded as our smart devices make information instantly accessible. AI can already write, code, analyse and synthesise vast quantities of data. But what it can’t do, at least not convincingly, is build real trust, foster belonging, or inspire discretionary effort.
These are human strengths. And they depend on emotional intelligence.
EQ is what enables a leader to bring out the best in others. It’s the difference between managing tasks and leading people. And it’s the one leadership quality that becomes more important the higher up you go and the more that you lead people through change.
Defining Emotional Intelligence
Daniel Goleman defines five core components of EQ:
Self-awareness – Understanding your own emotions, strengths, and blind spots.
Self-regulation – Managing your impulses and responding with intent rather than reaction.
Motivation – Maintaining drive, resilience and purpose beyond extrinsic rewards.
Empathy – Accurately perceiving and responding to others’ emotions.
Social skills – Building rapport, resolving conflict, and cultivating trust.
In coaching conversations, I see these at play all the time. But the one that underpins all the others is self-awareness. Without it, nothing else improves.
A Personal Lesson In Emotional Intelligence
Earlier in my career, I thought that being the ‘smartest person in the room’ was the goal. I would spend hours preparing to impress. I’d rehearse what I was going to say. I’d try to have all the answers.
It came from a good place: pride in my work and a desire to make a positive contribution to the organisation’s objectives.
But it meant I focused on myself, not others. I’d talk when I should have listened. I’d offer solutions before understanding the problem. I’d correct people unnecessarily, thinking it helped. It didn’t.
Over time, I realised that what I thought was expertise was coming across as arrogance. What I thought was adding value was actually shutting people down. This was a humbling realisation.
I’ve since learned that curiosity trumps certainty. That the best conversations are co-created. And that it’s far more powerful to draw out the wisdom in the room than to try to be the cleverest voice in it.
The Risks of Low Emotional Intelligence in Leadership
Low leadership EQ manifests itself in these divisive and costly behaviours:
- Poor listening
- Dismissing concerns
- Defensiveness
- Inflexibility
- Lack of self-awareness
None of these necessarily stem from bad intent. But their effect is cumulative. These behaviours erode trust, stifle innovation, and drive disengagement.
According to State of the Global Workplace: 2025 Report:
“When employees are engaged, they are more productive at work. They are absent less and produce more. They build better customer relationships and close more sales. So, what engages work teams the most? Their leader.”
Employee engagement is measurable and it’s powered by EQ.
The Business Case for EQ
Research by TalentSmartEQ finds that 90% of top performers are high in emotional intelligence.
Leaders with higher EQ are more effective at influencing, managing change and resolving conflict: three skills that are vital in today’s complex environments.
And while technical skills and intellect may open the door, it’s emotional intelligence that enables leaders to stay relevant, build loyalty, and foster collaboration.
The Good News: Emotional Intelligence Can Be Developed
Unlike IQ, emotional intelligence isn’t fixed. It can grow over time. And like any meaningful development, it begins with awareness and deliberate practice.
Here are four ways to start:
- Slow down. Pause before responding. Observe your own reactions.
- Get feedback. Not just once a year – ask regularly. Be open.
- Practise empathy. Consider perspectives other than your own, especially when tensions are high.
- Stay present. Put down the phone. Make eye contact. Listen without planning your response.
These aren’t tips. They’re habits. And when consistently practised, they reshape the way people experience your leadership.
In Summary
AI may be the defining technology of our age, but emotional intelligence remains the defining capability of leadership.
In a world where information is abundant, it’s connection that’s scarce. And in leadership, connection is everything.
Emotional intelligence isn’t soft. It’s strong, human, and vital.
If you want to lead well in the AI era, start by becoming more emotionally intelligent.
Further Reading and References:
- Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ
- Gallup, State of the Global Workplace report (2025)
