Emotional intelligence in leadership is about far more than being empathetic or “good with people.” It is a complex but crucial competence: the ability to understand and regulate your own emotions, read others’ reactions, and adapt your communication and leadership style accordingly.
By Mette Babitzkow Boje, Head of Assessment Tools at CfL, April 2025.
Emotional intelligence is most visible in situations where relationships and decisions balance on a knife’s edge. When a leader remains calm under pressure. When an unspoken concern from an employee is picked up and addressed. Or when difficult conversations are carried out with both clarity and empathy.
Leadership with high EQ delivers tangible results: trust within the team is strengthened, communication becomes clearer, and decisions are better grounded—because they rest on both professional and human insights.Organizations with emotionally intelligent leaders often experience higher well-being, lower stress, and stronger collaboration, as employees feel seen, heard, and understood.
Conversely, the absence of EQ quickly becomes evident: misunderstandings escalate, feedback is perceived as criticism, and minor disagreements turn into conflicts. In the worst cases, organizations lose key employees. Without emotional intelligence, leaders risk coming across as either harsh and distant—or vague and accommodating. In both cases, relationships and results suffer.
It is important to stress that emotional intelligence is not innate—it is a competence that can and should be developed. It requires awareness, reflection, and continuous practice. This is precisely why EQ should be an integrated part of any leadership development effort.
Why is emotional intelligence important – and why now?
Modern leadership is no longer just about strategy and operational efficiency. In a time marked by complexity, constant change, and increasing demands for both results and well-being, relational strength and human insight have become central leadership competencies.
Research – including studies by Yale professor Marc Brackett – shows that leaders with high EQ are better at motivating, fostering psychological safety, and navigating change. EQ is not just a “nice to have” – it is a cornerstone of sustainable leadership.
