In the boardroom and the corner office, small decisions can have global consequences and affect thousands of people. That’s why in my work with executive leaders, I always lead with the concept of emotional intelligence (EI)—a skill that may not be at the top of the hiring sheet but is one of the primary reasons that executives rise or fall in their field.
EI encompasses a variety of emotional and social skills that govern how we perceive, express, understand and manage our emotions. And when teams are made up of diverse individuals with different backgrounds and personalities, leaders who want to make an impact and empower other individuals must have a high level of EI.
The Executive’s Emotional Load
To really understand EI at the executive level, we need to first acknowledge the emotional realities those at the top face every day. Leadership isolation—combined with high-stakes decision-making—can build up a psychological load that few outside the C-suite can fully appreciate.
Think about it: every decision an executive makes may have far-reaching consequences, including market valuations, employee livelihoods and even global economies.
This pressure cooker environment often leads to what psychologists call “executive burnout”—chronic anxiety, decision fatigue and emotional disconnection. The latter, while often seen as necessary armor, can be particularly damaging as it limits a leader’s ability to connect with and inspire their organization.
Executives must balance vulnerability with authority. They must lead with confidence during hard moments while still holding out an open hand to their teams. This delicate balance requires constant self-awareness and emotional intelligence.
A Misunderstood Executive Skill
Far from being about interpersonal niceties, EI at the executive level is a complex cognitive tool. Neuroscience research has shown that emotions play a key role in decision-making processes, particularly in uncertain situations—a state most executives are in most of the time.
Take the case of Alan Mulally, former CEO of Ford Motor Company. During the 2008 financial crisis, Mulally’s emotionally intelligent leadership—transparent, empathetic and aware of his and others’ emotions—was key to Ford’s turnaround. While competitors were seeking government bailouts, Mulally created a culture of open communication and collective problem-solving that allowed Ford to ride out the storm without external help.
EI isn’t just about being “nice”; it’s about having the emotional intelligence to read complex situations, build trust and make decisions that balance short-term needs with long-term vision.
The Five Dimensions Of Executive Emotional Intelligence
1. Self-Awareness
At the executive level, self-awareness goes beyond recognizing one’s emotions. It’s about awareness of personal triggers and biases that can influence billion-dollar decisions. For example, an executive’s risk aversion from past failures could lead to missed opportunities if not recognized and managed.
2. Self-Regulation
The ability to remain composed under intense scrutiny from boards, shareholder, and the media is crucial. This doesn’t mean suppressing emotions but instead channeling them productively.
For example, a CEO who can stay calm and focused during a hostile takeover is better placed to make strategic decisions rather than reactive ones.
3. Motivation
Emotionally intelligent executives align their drives with organizational goals. This intrinsic motivation enables them to persevere through challenges and inspire their teams even when extrinsic rewards are uncertain.
4. Empathy
Perhaps the most misunderstood aspect of executive EI, empathy at this level, isn’t about being “soft.” It’s about being able to consider multiple stakeholder perspectives while moving toward a single decision—knowing how that decision may impact all involved.
5. Social Skills
Upper management can get political quickly, so the ability to manage partnerships, influence diverse groups and navigate conflicting interests matters. This goes beyond charm—it’s about creating meaningful connections that can be leveraged for organizational benefit.
The Dark Side Of Executive EI
Leaders must recognize that EI, like any tool, can be misused. There’s a fine line between influence and manipulation, and emotionally intelligent executives must be mindful of using their skills ethically.
The ability to read and influence emotions could be used to push through decisions that benefit the executive at the expense of the organization or its stakeholders. Plus, there can be conflicts between empathy and hard decisions. An emotionally intelligent leader must sometimes make decisions that negatively impact some stakeholders for the organization’s greater good. The key is to make these decisions transparent and genuinely concerned for all affected parties.
Developing Executive EI: Beyond Training
Developing EI at the executive level requires more than standard training programs.
Personalized coaching with real-time feedback during high-stakes situations can be very effective. Additionally, some organizations are creating executive EI mastermind groups where peers can share experiences and strategies in a safe environment.
Companies serious about developing emotionally intelligent leadership should consider including EI metrics in executive performance reviews. For instance, how well do executives manage their emotions during stressful situations? How effectively do they communicate with empathy and build strong relationships with colleagues and employees?
Organizations prioritizing EI at the executive level can create a ripple effect throughout the company. When leaders model emotional intelligence, it sets the tone for the rest of the organization to follow suit.
How Will You Respond To The Call?
Emotionally intelligent leadership is the anchor that can guide your organization through the unknown. It’s time to redefine executive strength, not as the absence of emotion, but as the ability to understand and use emotions for organizational success.
The executives who will succeed in the next decades will be those who can combine analytical thinking with EI, making decisions that are not just strategically sound but emotionally intelligent. In doing so, they’ll create more resilient, adaptable and successful organizations that can navigate any season, market or challenge with grace and strength.
