Managing with Heart and Mind: The Role of Emotional Intelligence in Leadership

Abstract

Emotional Intelligence (EI) is increasingly recognized as a foundational element of effective leadership and people management. This systematic literature review synthesizes findings from 25 peer-reviewed articles published between 2020 and 2025, examining the impact of EI on managerial performance (MP), decision-making (DM), and employee well-being, including in virtual work contexts. The review draws on theoretical frameworks such as Goleman’s Emotional Competency Model and the Mayer-Salovey Ability Model, exploring how emotionally intelligent leadership enhances team effectiveness, decision quality, motivation, and workplace collaboration. High-EI managers are consistently linked with improved employee engagement, reduced turnover, and higher productivity. In digitally transformed and remote work settings, EI supports virtual collaboration, psychological safety, and inclusive communication. However, the review identifies gaps in current literature, including: inconsistent EI measurement, lack of longitudinal data, insufficient industry-specific insights, and limited integration of EI into performance metrics. This review concludes that developing EI competencies through structured training and embedding EI in leadership development are strategic priorities for organizations. Future research should emphasize empirical validation across sectors, cultural settings, and remote team environments.