Why Emotional Intelligence Matters for Managers
- August 10, 2025
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Abstract
Purpose: This paper reviews the literature on emotional intelligence (EI) in management, examining why EI is critical for managers, how high EI in managers benefits employees and organizational health, and how lack of EI contributes to stress, conflict, burnout and poor corporate wellness. The focus is on synthesizing global research with an emphasis on African workplace contexts.
Findings: High managerial EI consistently predicts better employee outcomes – including higher job performance, satisfaction, engagement and retention – and lower stress and turnover[1][2]. Managers with strong EI foster team cohesion and positive work climates, which in turn boost productivity[3][4]. Conversely, managers low in EI tend to mismanage their own emotions and misunderstand employees, leading to miscommunication, conflicts, burnout and erosion of corporate wellness[5][2]. In African organizational studies (e.g. South Africa, Nigeria), these patterns hold: leaders with higher EI navigate diversity and change more effectively and produce more resilient teams[4][1].
Research limitations/implications: As a secondary (literature) study, this review is limited by the availability of published data, potential publication bias, and cultural differences in how EI is expressed. Many EI studies use self-report measures, which may vary by context. Future research should include more longitudinal and experimental work in African settings.
Practical implications: Organizations should train and coach managers in EI competencies (self-awareness, empathy, emotion regulation, social skills) to improve leadership effectiveness. Integrating EI into leadership development, performance reviews, and corporate wellness programs can reduce workplace stress and improve employee well-being. For example, EI training for healthcare and retail managers has been shown to reduce staff burnout and turnover[5][3].
Social implications: Emphasizing EI in management promotes healthier workplace relationships and mental health. In Africa’s diverse work environments, managers’ empathy and cultural sensitivity can foster inclusion and reduce conflict. High-EI leadership also enhances corporate social responsibility and community trust.
Originality/value: This paper uniquely bridges global EI research with African organizational contexts, highlighting how EI in leadership contributes to corporate wellness in developing economies. It provides up-to-date evidence and practical guidance for African managers and multinational corporations operating in Africa.
Keywords: Emotional intelligence; leadership; manager effectiveness; employee performance; corporate wellness; Africa
Article type: Secondary Research
Introduction
Emotional intelligence (EI) – broadly defined as the ability to recognize, understand and manage one’s own and others’ emotions – has emerged as a key predictor of workplace success. Salovey and Mayer originally defined EI as “a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions… and to use this information to guide one’s thinking and actions”[6]. Daniel Goleman’s popular model emphasizes five components (self-awareness, self-regulation, motivation, empathy, social skills) as critical to effective leadership[7][8]. Over the last two decades, research has shown that EI is often a better predictor of career success than IQ alone: “Emotional intelligence is the critical differentiator – people who are successful at work aren’t just smart, they have high EQ”[9]. Employees with higher EI tend to be more engaged and perform better[2][10], while emotionally intelligent leaders inspire trust and collaboration.
In contrast, a manager who lacks EI may react impulsively to stress, misread team dynamics, and fail to address employees’ emotional needs. This can create a toxic work climate, increase conflicts, and undermine corporate wellness. For example, one meta-analysis notes that high EI is linked to lower workplace stress and burnout[10][5], implying that low EI has the opposite effect. In African settings – where workplaces are often fast-growing, multicultural, and resource-constrained – managers’ ability to navigate emotions is especially important. As one recent study in South Africa found, leaders with high EI manage change and diversity better, yielding more positive and resilient teams[4]. This review synthesizes current evidence on how managers’ EI (or lack thereof) shapes employee outcomes and overall corporate wellness, with a focus on both international findings and African examples.
Emotional Intelligence and Leadership Competencies
Emotional intelligence frameworks typically organize EI into four domains: self-awareness (recognizing one’s own emotions and their impact), self-management (controlling disruptive impulses and persisting in goals), social awareness (understanding others’ emotions and perspectives), and relationship management (handling social interactions, conflict and teamwork)[6][11]. These competencies are essential for managerial effectiveness. For instance, a manager with strong self-awareness can notice when they are stressed or frustrated and take steps to stay calm, rather than lashing out. Empathy (social awareness) enables a leader to sense when an employee is demoralized or confused, prompting support or clarification. As Goleman’s model illustrates, these personal and social competencies enable leaders to make thoughtful decisions and build strong team dynamics[6][11].
When managers cultivate these EI competencies, they create more positive work environments. High-EI leaders communicate clearly, resolve conflicts constructively, and encourage collaboration. Studies show that such leaders foster team cohesion, mutual trust and employee morale[1][4]. In Kenya and Nigeria, for example, organizations report that EI-aligned leadership and feedback systems raise performance ratings significantly. Conversely, a lack of EI in leadership often leads to misunderstandings, poor communication, and emotional contagion of stress or anger. One practitioner observation notes that emotionally unintelligent leaders are prone to “impulsive decisions and conflicts,” leading in worst cases to toxic leadership, whereas developing EI promotes responsible leadership with positive team impact[12]. Indeed, meta-analytic research confirms that employees under high-EI supervisors experience less conflict and stress[5][2].
Impact of Managers’ EI on Employees and Organizational Outcomes
Numerous studies link managers’ EI to concrete employee and business results. Managers with higher EI set a positive tone that cascades through teams. Roy Khan (2023) finds that managers’ EI significantly impacts employees’ performance: emotionally intelligent managers “create a positive work environment, build strong relationships… and motivate [employees] to achieve their goals,” leading to higher engagement, satisfaction and productivity[1]. This aligns with meta-analytic findings that employee EI correlates with higher job satisfaction, commitment and performance, and lower turnover intentions[10][2]. In practice, a South Korean retail study showed that store managers’ EI did not directly boost sales, but did so indirectly by fostering store cohesiveness and sales-oriented behaviors in employees[3]. In other words, high EI leaders generated a supportive climate that encouraged employees to exceed targets.
Higher EI also protects employee well-being. As the literature review by Ramalhal et al. (2019) notes, in healthcare settings “higher EI scores in nurses are associated with better performance, commitment, retention… work well-being and lower burnout”[13]. Extrapolating to other sectors, managers with EI promote these same benefits. A meta-analysis finds that EI – both ability-based and mixed measures – is positively related to job satisfaction, organizational citizenship, and performance, and negatively related to job stress[10]. Similarly, Miao et al. (2017) report that employees with higher EI have higher job satisfaction and organizational commitment and lower turnover intentions[2]. These advantages accrue because emotionally intelligent leaders help employees cope with stress (e.g. by listening and mentoring), which reduces negative feelings and burnout. In contrast, teams under low-EI managers exhibit higher stress levels and turnover.
Importantly, the positive effects of managerial EI appear consistent across cultures. In Nigerian workplaces, for example, studies show leaders’ EI predicts subordinates’ performance even amid public healthcare challenges[14]. Likewise, an African leadership review emphasizes that emotionally competent managers align with traditional African values of community and empathy, strengthening group morale[4]. In summary, when managers exhibit high EI – through empathy, self-control, and social skill – their teams enjoy better well-being and the organization gains higher performance and retention[1][2].
Consequences of Low Emotional Intelligence: Employees and Corporate Wellness
By contrast, a deficit of EI in management can seriously undermine employees’ health and the company’s wellness culture. Managers who lack self-awareness or empathy often misinterpret subordinates’ behaviors or allow personal emotions to cloud judgment. This leads to poor communication and conflict. For example, the mediation study of Egyptian critical care physicians found that low EI significantly predicted higher burnout; only managers with good EI and conflict-management skills protected against burnout[5]. In effect, leaders low in EI inadvertently create chronic stress among employees, who may feel unheard or undervalued. Over time, this erodes corporate wellness: absenteeism, turnover and workplace illnesses rise.
Empirical evidence supports these concerns. The meta-analysis by Miao et al. notes that lower EI correlates with reduced commitment and increased turnover intentions[2]. In South African and American reviews, low EI leadership is repeatedly cited as a source of miscommunication and disengagement[12][1]. For instance, when managers cannot regulate their own emotions under pressure, they may lash out or make erratic decisions, causing employees to feel anxious and helpless. SkillsWave reports that weak EI in leaders often leads to a toxic work environment marked by high conflict and turnover[15][12]. While that report is anecdotal, it echoes academic findings: one practitioner point is that employees with low-EI bosses suffer from stress and are eager to leave, undermining organizational stability[2].
In terms of corporate wellness programs, low EI among management can derail such efforts. Wellness initiatives (stress management, health benefits, supportive policies) succeed best when leaders themselves model emotional health. A leader lacking EI is unlikely to recognize or address burnout in the team, nullifying wellness investments. Conversely, when managers understand their own stress signals and those of others, they can promote programs that work – for example, scheduling downtime, adjusting workloads, or providing counseling. Thus, companies emphasizing EI development often see improvements in overall workplace wellness[13][5].
Implications for African Workplaces
While the core dynamics of EI apply globally, African managers face distinctive pressures—rapid economic changes, cultural diversity, and evolving organizational structures. Recent research in Africa reinforces EI’s importance. In South Africa, Carter (2024) found that leaders with higher EI were significantly more effective: they excelled in decision-making, communication and conflict resolution, which translated into stronger team cohesion and productivity[4]. These leaders were also better at navigating organizational change and the complexities of cultural diversity, resulting in more resilient work environments[4]. In Ghana and Kenya, companies have begun adopting 360-degree feedback and EI training to improve leadership performance, with reported gains in managerial accountability and staff satisfaction[4][2].
In Nigeria’s public and private sectors, EI is increasingly recognized as vital. For example, university administrators there cite EI skills as key to managing faculty and student emotions during times of crisis. Nigerian business leaders also note that empathy and adaptability (core EI skills) are essential for working across the country’s multiple cultures and languages. Thus, African organizations stand to benefit from cultivating EI in managers: doing so aligns with collectivist cultural values and addresses local challenges such as employee stress from high workloads.
Practical Implications and Recommendations
The evidence strongly suggests that organizations – especially in Africa – should integrate EI into leadership development and wellness strategies. Practical steps include: – Training and Coaching: Provide managers with EI training (e.g. workshops, coaching) to develop self-awareness, empathy and emotion-regulation skills. Studies show that even brief EI interventions can improve leaders’ conflict management and reduce subordinate burnout[16][17].
– Performance Metrics: Incorporate EI competencies into performance appraisals and promotion criteria. For instance, include 360° feedback on emotional leadership to encourage managers to improve interpersonal skills[4].
– Wellness Programs: Align corporate wellness initiatives with EI principles. Encourage managers to model healthy behavior (e.g. work-life balance, open communication) and to recognize signs of team stress early.
– Organizational Culture: Foster a culture that values empathy and respectful communication. Leaders should publicly acknowledge and address employee feelings, breaking taboos around mental health. In Kenya, successful firms have embedded “open-door” policies and EI skills training as part of human resources practices, leading to higher morale.
These measures not only boost performance but also create a more humane workplace. By training managers to understand and manage emotions – their own and others’ – companies enhance collaboration and innovation. This is particularly important in African economies where “soft” leadership skills were once undervalued. Emphasizing EI can give African firms a competitive edge by attracting and retaining talent through a supportive culture.
Conclusion
Emotional intelligence is a powerful lever for managerial success and corporate wellness. The literature is clear that managers who are emotionally intelligent create better outcomes: they raise employee satisfaction and performance while reducing stress and turnover[1][10]. Conversely, a lack of EI in leadership leads to conflict, burnout and a deteriorating workplace climate[5][2]. This review highlights the practical urgency of developing EI among managers, especially in Africa’s dynamic workplaces. Organizations should invest in EI development through training and culture change. In doing so, they will not only improve financial performance but also foster healthier, more inclusive environments – benefiting employees, leaders and society alike.
References
- Carter, A. (2024). Impact of Emotional Intelligence on Leadership Effectiveness in Corporate Settings in South Africa. International Journal of Psychology, 9(6), 55–65. DOI: 10.47604/ijp.3126.[4]
- Dogru, C., Kabadayi, S., & Bakir, E. (2022). A meta-analysis of the relationships between emotional intelligence and employee outcomes. Frontiers in Psychology, 13:611348. DOI: 10.3389/fpsyg.2022.611348.[10]
- Faria, N., & Ramalhal, T. (2019). Scoping review: The emotional intelligence of nurses in the clinical care environment. Annals of Medicine, 51(suppl. 1):206. DOI: 10.1080/07853890.2018.1560166.[13]
- Kasemy, Z. A., Sharif, A. F., Bahgat, N. M., & Abdelsattar, S. (2023). Emotional intelligence, workplace conflict and job burnout among critical care physicians: a mediation analysis. BMJ Open, 13(10):e074645. DOI: 10.1136/bmjopen-2023-074645.[5]
- Khan, A. R. (2023). Effect of Manager’s Emotional Intelligence on Employee Performance. Journal of Human Resource Studies, 2(1), 9–15. (Available at: https://gprjournals.org/journals/index.php/JHRS/article/view/172)[1]
- Miao, C., Humphrey, R. H., & Qian, S. (2017). A meta-analysis of emotional intelligence and work attitudes. Journal of Occupational and Organizational Psychology, 90(2), 177–202. DOI: 10.1111/joop.12167.[2]
- Wilderom, C. P. M., Hur, Y., Wiersma, U.-J., van den Berg, P. T., & Lee, J. (2015). From manager’s emotional intelligence to objective store performance: The mediating effects of store cohesiveness and sales-directed employee behavior. Journal of Organizational Behavior, 36(6), 862–881. DOI: 10.1002/job.2006.[3][4]
[1] Effect of Manager’s Emotional Intelligence on Employee Performance | Journal of Human Resource Studies
[2] (PDF) A meta-analysis of emotional intelligence and work attitudes
[3] (PDF) From manager’s emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior
[4] [17] Impact of Emotional Intelligence on Leadership Effectiveness in Corporate Settings in South Africa | International Journal of Psychology
[5] [16] Emotional intelligence, workplace conflict and job burn-out among critical care physicians: a mediation analysis with a cross-sectional study design in Egypt – PMC
[6] [9] The vital connection between emotional intelligence and well-being — Part 1: Understanding emotional intelligence and why it matters – PMC
[7] [15] The Impact of Emotional Intelligence on Workplace Culture | SkillsWave
[8] Emotional Intelligence Frameworks, Charts, Diagrams & Graphs
[10] [11] Frontiers | A Meta-Analysis of the Relationships Between Emotional Intelligence and Employee Outcomes
[12] Graph: How Emotional Intelligence Shapes Leadership | Aprofitalents
[13] Scoping review: the emotional intelligence of nurses in the clinical care environment – PMC
[14] (PDF) Leaders’ Emotional Intelligence and Employees’ Performance: A Case in Nigeria’s Public Healthcare Sector
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