Ensuring Emotional Intelligence in Future Leaders

Current State

“Command and control” leadership is out and inclusive leadership is in.

This shift had been evolving for several years. Organizations want leaders who can collaborate and bring out everyone’s talents to manage and thrive during a time of unprecedented disruption.

Companies now recognize the critical role that emotional intelligence (EI) plays in effective leadership. As businesses continue to face complex challenges and navigate dynamic environments, the demand for emotionally intelligent leaders has never been higher.



Despite the growing awareness of EI’s importance, many organizations still struggle to identify, develop and retain leaders with high emotional intelligence. Traditional leadership development programs often focus on technical skills and business acumen, neglecting the crucial soft skills that define emotionally intelligent leaders. Consequently, organizations may find themselves with a leadership gap, lacking the EI-savvy individuals needed to drive innovation, foster employee engagement and adapt to change.



The lack of emotionally intelligent leaders can have far-reaching consequences for organizations. Leaders who struggle with self-awareness, empathy and relationship management may face difficulties in inspiring and motivating their teams, leading to lower employee morale, reduced productivity and increased turnover. Moreover, leaders lacking EI may struggle to navigate complex stakeholder relationships, make sound decisions under pressure and create a positive organizational culture. As a result, organizations may experience stunted growth, missed opportunities and a diminished ability to compete in the marketplace.


Critical Questions

  • Which behaviors are most important to develop in high-potential leaders?
  • What are the best strategies to develop those behaviors?
  • How can organizations proactively develop and nurture emotionally intelligent leaders to ensure long-term success?


Brandon Hall Group POV

The foundational base of inclusive leadership is emotional intelligence and that is what organizations should look for in potential leaders. The four elements of emotional intelligence are:

Self-awareness: This includes understanding one’s own biases. To be truly inclusive, you first need to understand yourself. Everything else around inclusive leadership flows from there.

Self-regulation: Once you understand your biases and other tendencies, you can manage your behaviors and emotions to maximize your effectiveness as a leader.

Social awareness: Inclusion requires the ability to understand the actions and motivations of those around you so you can recognize barriers that must be overcome.

Relationship management: This is inclusion in action: understanding yourself in relation to others and communicating and collaborating effectively to build strong relationships that gets people pulling in the same direction and working toward common goals.

From that foundation, other leadership behavior, such as coaching, mentoring, collaborating, reducing conflict and managing change, become more intuitive and easier to develop.

Some organizations cling to the misguided belief that emotional intelligence is something you are — or are not — born with and cannot be developed. That has been proven to be untrue as many organizations build rich cultures around the development of emotional intelligence among leaders and employees.

The key is to build emotional intelligence as early as possible in a potential leader’s development journey.

To cultivate emotionally intelligent leaders, organizations must take a multi-faceted approach:

By investing in the development of emotionally intelligent leaders, organizations can build a strong foundation for future success, creating a workforce that is resilient, adaptable and equipped to thrive in the face of ever-evolving challenges.

Assess EI

Implement assessment tools to measure the emotional intelligence of current and potential leaders. This will help identify strengths and areas for improvement.

Foster a culture of EI

Promote a culture that values and rewards emotionally intelligent behavior, such as active listening, collaboration and constructive feedback.

Integrate EI into leadership development

Incorporate EI training into leadership development programs, focusing on self- awareness, self-regulation, empathy, motivation, and social skills.

Lead by example

Encourage senior leaders to model emotionally intelligent behavior, setting the tone for the entire organization.

Provide ongoing support

Offer coaching, mentoring, and feedback to help leaders continuously develop and apply their EI skills in real-world situations.

Measure and refine

Regularly assess the impact of EI development initiatives on leadership effectiveness, employee engagement, and organizational performance. Use these insights to refine and improve EI programs over time.



Like what you see? Share with a friend.

Matt Pittman



Stay connected

Get notified for upcoming news subscribing

Related Content

Matt Pittman

Matt Pittman brings nearly 30 years of experience developing people and teams in a variety of settings and organizations. As an HR Practitioner, he has sat in nearly every seat including Learning and Leadership Development, Talent Management and Succession Planning, Talent Acquisition and as a Human Resources Business Partner. A significant part of those roles involved building out functions in organizations and driving large scale change efforts. As a Principal Analyst, Matt leverages this in-depth experience and expertise to provide clients and providers with breakthrough insights and ideas to drive their business forward.

Resubscribe to our email distribution list.