In a time that is defined by rapid change, complex organizational structures, and heightened ethical scrutiny, the role of ethical leadership is undergoing a thorough transformation. Stakeholders expect leaders to not only deliver results but to embody transparency, fairness, and moral integrity. In the light of these expectations, currently done master’s thesis, “The Potential Benefits of Emotional Intelligence in Leadership: Exploring Its Link to Ethical Leadership”, examines the growing relevance of emotional intelligence in strengthening the ethical dimensions of leadership. The study explores how emotional intelligence can serve as a foundation for ethically responsible leadership, particularly within the context of modern business environments where ethical missteps can lead to significant reputational and operational damages.
The Relevance of Emotional Intelligence in Contemporary Leadership

Emotional intelligence refers to a set of emotional and social competencies that influence how individuals perceive and express themselves, develop and maintain social relationships, cope with challenges, and use emotional information effectively (Mayer & Salovey, 1997.) First developed by researchers Mayer and Salovey, and later popularized by Daniel Goleman (Goleman, 1995), the concept encompasses five core domains: self-awareness, self-regulation, motivation, empathy, and social skills. These competencies have increasingly been recognized as critical to effective leadership, particularly in situations that demand nuanced interpersonal communication, emotional resilience, and ethical decision-making.

In leadership contexts, emotional intelligence is not only about being “emotionally attuned”. It enables leaders to navigate the emotional dynamics of their teams, recognize and regulate their own biases and impulses, and foster a work culture that is built on respect and trust. This capability becomes especially significant in ethically ambiguous situations, where leaders must balance competing interests while upholding the values and standards of their organizations.

Emotional Intelligence and Ethical Leadership: A Symbiotic Relationship

Ethical leadership can be defined as the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships. It includes promoting such conduct to followers through a two-way communication, reinforcment and decision-making. Ethical leaders act as moral role models who inspire their teams by aligning words with actions, taking responsibility, and encouraging accountability.

Through an in-depth review of academic literature, the thesis reveals a strong theoretical and practical connection between emotional intelligence and ethical leadership. Leaders with high emotional intelligence are more likely to exhibit empathy, patience, and transparency – all of which are vital in fostering ethical climates. For example, a leader who is self-aware and capable of self-regulation is less likely to act impulsively or engage in unethical behaviors under pressure. Similarly, empathy enables leaders to consider the perspectives and needs of others, helping them to make fairer and more inclusive decisions. Emotionally intelligent leaders are also often better equipped to manage organizational change, resolve conflicts, and provide ethical guidance during times of uncertainty. This makes emotional intelligence not only an advantage, but a necessity in today’s leadership landscape. Organizations that invest in developing the emotional intelligence of their leaders often report improvements in ethical behavior, organizational commitment, and employee well-being.

One of the most important findings that emerged during the research is the importance of identifying emotionally intelligent leaders at the recruitment stage before they are hired and placed in positions of influence. Organizations tend to often assess technical competencies and past achievements without thoroughly evaluating a candidate’s emotional and ethical capacity. As a result, individuals who may lack true emotional intelligence, or even worse, those who possess it but use it manipulatively, can gain leadership positions. These leaders may superficially appear charismatic and effective, yet fail to lead with authenticity, empathy, or integrity.

Recruitment processes should be redesigned to evaluate emotional intelligence as a core leadership criterion (Varis and Jolkkonen, 2019). Tools such as behavioral interviews, psychometric assessments, and emotional intelligence profiling can offer deeper insights into a candidate’s interpersonal competencies and ethical inclinations. By incorporating emotional intelligence evaluation early on, organizations can avoid costly mismatches and foster leadership cultures that are aligned with ethical and emotional awareness from the outset.

Challenges and Ethical Dilemmas in Emotional Intelligence Application

Despite its many benefits, emotional intelligence is not without challenges. Another critical insight that emerged from my research is the potential for emotionally intelligent individuals to use their abilities manipulatively. A leader with high emotional intelligence who lacks a moral compass may exploit emotional awareness to manipulate others for personal gain, political advantage, or organizational control. This ethical paradox illustrates that emotional intelligence, in isolation, is not sufficient to ensure ethical leadership.

Therefore, emotional intelligence must be coupled with strong ethical principles and a commitment to organizational values (Varis and Jolkkonen, 2019). Leadership development programs should not only aim to increase emotional competence but also integrate ethical reasoning and value-based leadership frameworks. This combination can help ensure that emotionally intelligent leaders use their capabilities in ways that promote collective good rather than self-interest.

Conclusions

In conclusion, the thesis demonstrates that emotional intelligence has the potential to significantly enhance ethical leadership by equipping leaders with the interpersonal and intrapersonal tools that are necessary for value-driven decision-making. While emotional intelligence alone does not guarantee ethical behavior, it creates the conditions under which ethical leadership can flourish. Leaders who possess high emotional intelligence are more likely to create inclusive, respectful, and transparent work environments – all traits that are indispensable in today’s socially conscious business world.

The practical implication of this research is clear: organizations should invest in leadership development initiatives that combine emotional intelligence training with ethical leadership education. By doing so, they not only enhance their leaders’ effectiveness but also contribute to building trust-based, ethically resilient organizational cultures. As we look to the future, emotional intelligence will likely continue to emerge as a cornerstone of ethical leadership by bridging the gap between rational strategy and human-centered values in leadership practice.  

References

Goleman, D. (1995). Emotional intelligence. Bantam Books.

Kinnunen, E. (2025): MBA Thesis: The Potential Benefits of Emotional Intelligence in Leadership: Exploring Its Link to Ethical Leadership

Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? Emotional Development and Emotional Intelligence: Educational Implications, 3–31.

Varis, K., & Jolkkonen, A. (2019). Why are emotionally incapable managers selected? Journal of Organizational Psychology, 19(4), 136–154.