We live in a time where artificial intelligence is no longer a futuristic novelty, it’s part of business-as-usual. From chatbots to data driven decision support, AI is handling increasingly complex tasks. And while that’s transforming how organisations operate, it also reshapes what it means to lead.
In this context, one capability stands out as more vital than ever: emotional intelligence (EQ). While AI can mimic emotions, navigating the complexities of human relationships is still in our domain. Technical skills and smart algorithms will increasingly take over routine and analytical work but what remains uniquely human and what differentiates great leaders is the capacity to connect, empathise, adapt and inspire.
Let’s unpack the shift:
- AI excels at the “what” and “how”: analysing data, automating processes, recommending options. But it struggles with the “who” and “why” or the human dynamics: fears, motivations, culture and meaning.
- Leaders now face more change and complexity: As AI alters roles and workflows, people crave clarity and emotional support. According to a recent article by the Oxford Group: “By embracing and developing emotional intelligence, leaders can harness the full potential of AI while ensuring a positive and human centric future of leadership.”
- Emotional intelligence becomes a differentiator: As machines do more, humans who understand feelings and can influence behaviour and build resilient teams will be the ones who win. As author of ‘Emotional Intelligence’ Daniel Goleman said: “What really matters for success, character, happiness and lifelong achievements is a definite set of emotional skills.” Good leadership used to be about knowing the answer, today it’s increasingly about knowing the people. According to Goleman, “When you listen with empathy to another person, you give that person psychological air.”
Practical steps for leaders to build EQ as an advantage
Here are five actionable practices you can integrate today:
- Begin with self awareness.
- Set aside time weekly for reflection: What emotions did I experience this week? What triggered them? How did I respond?
- Use a simple emotion log: jot down three situations where you felt a strong emotion (e.g., frustration, elation, doubt) and trace what triggered it.
- Being aware of your emotional patterns gives you choice rather than reaction. As Goleman notes, that pause between feeling and acting is where emotional intelligence lives.
- Develop focused empathy
- In your next team meeting, practice active listening. Pause long enough so the other person realises they’ve been heard.
- Ask open questions like: “How are you really feeling about this change?” or “What concerns are you carrying that might not be in the agenda?”
- Cultivate psychological safety
- Build a culture where people feel safe bringing their emotions, questions and uncertainties to you and others.
- Model vulnerability: When you openly share your own doubts about the change process (including AI driven shifts), you invite others to do the same.
- This matters especially when change is fast and ambiguous: emotional intelligence here becomes culture intelligence.
- Bridge the “human + machine” divide consciously
- Recognise that as more tasks become mechanised, human elements like meaning, purpose, values and relationships grow in importance.
- Facilitate conversations about “what does this change mean for us as people?” so you can support the human element of change and uncertainty not just the logistics.
- Use EQ to guide how you integrate AI: e.g., involve the team in choosing how AI will assist them, rather than imposing it top down. This diminishes fear and increases ownership.
- Practice emotionally intelligent decision making
- Before making a big decision around AI or process change, ask: “Who will this affect emotionally? What will people feel? What values might they interpret from this?”
- Build in a step: pause, reflect, ask for input and then act. The pause allows the emotional context to surface before the action is cemented.
- Use feedback loops after implementation: How did people experience the change? What emotions emerged? What might we adjust? This continuous loop keeps the human dimension front and centre.
In the rapidly evolving world of AI and automation, leadership is being re defined. Technical competence will get you in the game but emotional intelligence will let you lead the game. As machines take over more of the “what”, “how” and “when”, the “who” and “why” come back into the spotlight and those are human skills.
Leaders who develop EQ will be able to navigate the human side of change: building trust and enabling people to adapt and thrive. They will turn what is often seen as an existential threat (rapid technological change) into an opportunity and a chance to lead more meaningfully.
As you reflect on your next change initiative, ask yourself: “How am I showing up, emotionally? How are others feeling, and how is that affecting us? What human story are we writing with this change?” The answers will reveal where your leadership superpower truly lies.
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