“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

In today’s rapidly evolving business landscape, characterized by Volatility, Uncertainty, Complexity, Ambiguity, and Digital Disruption (VUCAD), traditional leadership competencies are no longer sufficient. Executives are increasingly required to lead diverse, remote, and technologically connected teams while navigating disruptive innovation, rapid change, and heightened stakeholder expectations. In such a dynamic context, Emotional Intelligence (EI) and Social Intelligence (SI) have emerged as critical success factors for effective executive development and leadership performance (Bawany 2015).

Emotional Intelligence (EI) refers to a leader’s ability to recognize, understand, and manage their own emotions, as well as those of others (Goleman 1998). This self-awareness and emotional self-regulation are crucial for maintaining composure, making sound decisions under pressure, and demonstrating resilience amid change. Leaders with high EI are better equipped to handle stress, adapt to shifting environments, and respond to challenges with empathy and clarity—qualities that are essential in a VUCAD world.

Social Intelligence (SI), on the other hand, encompasses a leader’s capacity to navigate complex social environments, build strong interpersonal relationships, and influence others effectively. In an age where collaboration, cross-cultural sensitivity, and stakeholder engagement are vital, SI enables leaders to foster trust, communicate authentically, and unite diverse teams around shared goals (Goleman 2000).

Together, EI and SI (known as ESI) form the foundation of transformational leadership, enabling executives to inspire and mobilize others during periods of disruption and digital transformation. Leaders must not only embrace new technologies but also understand the human dimensions of change—how people feel, resist, and adapt. This is where emotionally and socially intelligent leaders stand out: they connect with their teams on a deeper level, encourage psychological safety, and model the adaptive behaviors needed for success (Bawany 2020).

Moreover, as organizations adopt agile and hybrid work models, emotional and social intelligence becomes even more vital. Leading in virtual or blended environments requires a heightened awareness of tone, non-verbal cues, and emotional dynamics that are often harder to detect. Executives must be intentional in their communication, demonstrate active listening, and show empathy to foster inclusion and maintain engagement across digital platforms.

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 1998).

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 (Bawany 2019).

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

Executive development programs, therefore, must prioritize the cultivation of EI and SI. This includes tailored coaching, 360-degree feedback, experiential learning, and real-time reflection to help leaders develop the self-awareness, interpersonal skills, and emotional agility necessary for high-impact leadership. Prof Sattar Bawany, for example, emphasizes the integration of emotional and social intelligence into leadership development through his work at the Centre for Executive Education (CEE) and the Disruptive Leadership Institute (DLI), recognizing these competencies as core pillars for success in the highly disruptive and digital-driven age.

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.

In conclusion, the VUCAD environment demands more than just technical expertise or strategic foresight—it requires leaders who can navigate complexity with emotional resilience, inspire trust through social awareness, and drive transformation with empathy and purpose. Emotional and social intelligence are no longer optional soft skills; they are essential leadership capabilities for executive effectiveness in a disruptive, digitally driven world.

Reference:

  1. Bawany, S. 2023. Leadership in Disruptive Times: Negotiating the New Balance. New York, NY: Business Express Press (BEP) Inc. LLC.
  2. Bawany, S. 2020. Leadership in Disruptive Times. New York, NY: Business Express Press (BEP) Inc. LLC.
  3. Bawany, S. 2019. Transforming the Next Generation of Leaders: Developing Future Leaders for a Disruptive, Digital-Driven Era of the Fourth Industrial Revolution (Industry 4.0). New York, NY: Business Express Press (BEP) Inc. LLC.
  4. Bawany, S. 2015. “What Makes a Great Leader?”. Leadership Excellence Essentials December 2015 Issue.
  5. Goleman, D.  2000. “Leadership That Gets Results.” Harvard Business Review, pp. 15–29. March–April 2000 Issue. Harvard Business School Publishing.
  6. Goleman, D.  1988. “What Makes a Leader?” Harvard Business Review, pp. 93–102. November – December 1998 Issue. Harvard Business School Publishing.