EMOTIONAL INTELLIGENCE AS A KEY FACTOR IN CONTEMPORARY ORGANIZATIONAL MANAGEMENT
Abstract
This article reviews contemporary research on emotional intelligence (EI) in organizational behavior and modern management. It analyzes the evolution of the EI concept, key theoretical approaches, including the Mayer–Salovey–Caruso ability model and the mixed models of Goleman and Bar-On, as well as core components such as self-awareness, self-regulation, social awareness, and relationship management. Particular attention is paid to ongoing debates concerning the definition, measurement, and predictive validity of EI. The study emphasizes the growing importance of EI in dynamic and digitally transformed organizational environments where purely rational-cognitive management models are no longer sufficient. Emotional intelligence is considered a crucial factor influencing leadership effectiveness, team collaboration, conflict management, employee engagement, psychological safety, and recruitment decision-making. The article examines three major areas of EI application. In leadership, EI supports transformational and adaptive leadership by enabling leaders to manage emotions, inspire employees, and create a positive organizational climate. In team performance, the concept of team emotional intelligence contributes to trust, empathy, conflict resolution, and resilience, thereby improving collaboration and collective effectiveness. In recruitment interviews, EI affects both interviewer objectivity and candidate impression management, as emotional cues and mood congruence may influence evaluation outcomes. Practical examples from international companies illustrate the successful integration of EI into organizational strategies, including Google’s Project Aristotle, Microsoft’s growth mindset culture, Johnson & Johnson’s leadership framework, and Zappos’ focus on emotional connection with employees and customers. The article concludes that emotional intelligence has become a strategic resource for modern organizations. Systematic EI development through training, coaching, and organizational culture initiatives contributes to higher employee satisfaction, stronger engagement, reduced conflict, and improved performance, supporting a more holistic understanding of organizational behavior that integrates both rational and emotional dimensions.
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