“The next crucial disruptive digital leadership competency is that of emotional and social intelligence (ESI). EI has become a major topic of interest in organizations since the publication of a bestseller by the same name in 1995 by Daniel Goleman. The early definitions of social intelligence influenced the way EI was later conceptualized. EI is the capacity for recognizing our feelings and those of others, for motivating ourselves, and for managing emotions effectively in ourselves and others. Emotional and social competency is a learned capacity, based on EI, which contributes to effective performance at work.”

– Sattar Bawany (2023)

Introduction

Daniel Goleman’s Emotional and Social Intelligence Competency Framework has revolutionized how we understand effective leadership and performance in the workplace. Grounded in extensive research in psychology and neuroscience, Goleman argues that emotional intelligence (EI)—the ability to understand and manage one’s own emotions and those of others—is a critical determinant of professional and organizational success, often more important than IQ or technical skills.

In the Harvard Business Review (HBR) article “Leadership That Gets Results”, Goleman organizes emotional intelligence into four key domains: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. (see Figure 1). Each domain is supported by a set of specific behavioral competencies that influence how individuals perceive themselves, relate to others, and perform in leadership roles. These competencies not only enhance personal effectiveness but also play a vital role in shaping organizational culture, improving collaboration, and driving sustainable performance. (Goleman 2000).

The Four Domains of Goleman’s Framework

Figure 1: Goleman’s Emotional & Social Intelligence (ESI) Framework

1. Self-Awareness

Self-awareness concerns knowing one’s internal states, preferences, resources, and intuitions. Th¬e self-awareness cluster contains three competencies:

  1. Emotional self-awareness: recognizing one’s emotions and their effects
  2. Accurate self-assessment: knowing one’s strengths and limits
  3. Self-confidence: a strong sense of one’s self-worth and capabilities

Impact on Organizations:

Self-aware leaders make better decisions because they understand how their emotional state influences their judgment. They are less likely to react impulsively, more likely to seek input, and more attuned to organizational values. This clarity fosters a culture of authenticity and ethical behavior, enhancing trust and accountability across the organization.

2. Self-Management

Self-management refers to managing one’s internal states, impulses, and resources. The self-management cluster contains six competencies:

  1. Emotional self-control: keeping disruptive emotions and impulses in check
  2. Transparency: maintaining integrity and acting congruently with one’s values
  3. Adaptability: Flexibility in handling change
  4. Achievement: striving to improve or meet a standard of excellence
  5. Initiative: readiness to act on opportunities
  6. Optimism: persistence in pursuing goals despite obstacles and setbacks

Impact on Organizations:

Leaders who manage themselves effectively are calm in crisis, optimistic in adversity, and proactive in addressing challenges. Their emotional stability creates a ripple effect, promoting resilience, reducing workplace stress, and maintaining productivity in volatile conditions. They serve as role models for professionalism, encouraging a results-driven but psychologically safe environment.

3. Social Awareness

Social awareness refers to how people handle relationships and awareness of others’ feelings, needs, and concerns. The social awareness cluster contains three competencies:

  1. Empathy: Sensing others’ feelings and perspectives and taking an active interest in their concerns
  2. Organizational awareness: reading a group’s emotional currents and power relationships
  3. Service orientation: anticipating, recognizing, and meeting customers’ needs

Impact on Organizations:

Empathetic leaders are better at managing diverse teams, resolving conflicts, and building inclusive environments. Their ability to “read the room” enhances communication and ensures that all voices are heard. Organizational awareness, in particular, helps leaders navigate internal politics, understand stakeholder dynamics, and align strategies with cultural nuances—all of which are essential for effective change management and stakeholder engagement.

4. Relationship Management

Relationship management concerns the skill or adeptness at inducing desirable responses in others. The relationship management cluster contains six competencies:

  1. Developing others: sensing others’ development needs and bolstering their abilities
  2. Inspirational leadership: inspiring and guiding individuals and groups
  3. Change catalyst: initiating or managing change
  4. Influence: wielding effective tactics for persuasion
  5. Conflict management: negotiating and resolving disagreements
  6. Teamwork and collaboration: working with others toward shared goals; creating group synergy in pursuing collective goals

Impact on Organizations:

Strong relationship management is key to building high-performing teams and fostering collaboration. Leaders who inspire and influence effectively can mobilize people toward a shared vision, even in times of uncertainty. They are skilled at resolving disputes constructively and creating synergy among diverse groups. By coaching and mentoring others, they invest in talent development, ensuring long-term organizational growth and leadership succession.

Integrating EI into Organizational Culture

Organizations that integrate emotional and social intelligence into their leadership development strategies benefit in multiple ways. First, emotionally intelligent leaders cultivate psychological safety, where employees feel valued, heard, and empowered. This enhances engagement, creativity, and retention. Second, EI enables more agile decision-making and collaborative problem-solving, both essential in today’s complex and fast-changing business environment.

Measuring and Developing Emotional Intelligence

Unlike IQ, emotional and social intelligence competencies can be developed through targeted interventions. Tools such as 360-degree feedback, executive coaching, and experiential learning help individuals become more self-aware and socially skilled. Many organizations now include EI assessments in their hiring, promotion, and leadership development processes, recognizing the long-term value these skills bring to the organization.

Conclusion

Goleman’s Emotional and Social Intelligence Competency Framework provides a powerful lens through which to understand and develop leadership effectiveness. In a world increasingly defined by change, complexity, and human connection, emotional intelligence is no longer optional—it is essential. Organizations that embrace and cultivate EI at all levels build stronger teams, foster resilient cultures, and achieve sustainable competitive advantage. As Prof. Sattar Bawany and others in leadership development

Reference: Sattar Bawany (2023), Leadership in Disruptive Times: Negotiating the New Balance. Business Expert Press (BEP) LLC, New York, NY. Abstract available at: https://www.disruptiveleadership.institute/second-edition-book/