The Dual Nature of Emotional Intelligence and its Impact on Leadership

Abstract

Emotional intelligence (EQ), like any collection of traits or skills, possesses both positive and negative aspects. Individuals have the capacity to utilise their social competencies and heightened emotional intelligence to engage in prosocial conduct, or alternatively, they may employ these abilities in maladaptive manners to manipulate others in order to achieve self-centered objectives. Salovey and Mayer (1990) introduced a conceptual framework delineating the construct of emotional intelligence (EI). This event signified the commencement of two decades of scholarly investigation, advancement, and discourse around the topic of emotional intelligence (EI). Numerous prior studies have endeavoured to elucidate the correlation between emotional intelligence (EI) and the performance of leaders. Emotional intelligence (EI) has emerged as a subject of considerable controversy within the realm of social sciences. This study undertakes a comprehensive review of existing literature to examine the correlation between emotional intelligence (EQ) and leadership. This text explores the adverse implications associated with emotional intelligence, shedding light on its darker facets and harmful consequences. Additionally, this paper offers a comprehensive examination of emotional intelligence and its relationship to leadership. It delves into the three fundamental components of emotional intelligence and explores their contribution to the overarching theory.