Emotional intelligence as a key factor of effective leadership in conditions of uncertainty

Abstract

The article examines emotional intelligence as a key factor of effective leadership in conditions of global uncertainty, characterized by high volatility, complexity and psychological stress in organizations. It is substantiated that traditional management approaches, based mainly on rational planning and hierarchical control, are insufficiently effective in VUCA and BANI environments, where the importance of adaptability, empathy and emotional self-regulation of the leader is increasing. The purpose of the study is to determine the role of emotional intelligence as a strategic resource of a leader that affects decision-making, the formation of psychological safety in teams and increasing their resilience. The paper summarizes modern scientific approaches to the interpretation of emotional intelligence, analyzes its structural components and their impact on managerial effectiveness in crisis conditions. Particular attention is paid to the relationship between the leader's emotional competence and the level of trust, openness of communication and prevention of professional burnout of employees. The study found that leaders with a high level of emotional intelligence are able to more effectively manage stressful situations, form a culture of psychological safety and maintain team productivity in periods of uncertainty. It is shown that emotional intelligence is not only an individual competence, but also a systemic factor of organizational stability that affects the long-term effectiveness of business. It is concluded that the development of emotional intelligence of leaders is a critically important direction of modern management, especially in the context of digital transformation and the growing role of artificial intelligence, where human empathy and the ability to create meaning remain a unique competitive advantage.