A Systematic Review of Emotional Intelligence and Leadership Outcomes in Business Management

Abstract

This systematic review evaluates links between emotional intelligence and leadership outcomes in business settings. Searches across major databases from 2000 to 2025 identified 112 peer-reviewed empirical studies. Studies included quantitative, qualitative, and mixed-methods designs. Standardized tools measured emotional intelligence and leadership outcomes. Narrative synthesis assessed themes and methodological quality. Results show consistent positive associations between emotional intelligence and transformational leadership, ethical decision making, team performance, and employee satisfaction. Effect sizes ranged from small to large across sectors and cultures. High emotional intelligence related to psychological safety, lower turnover, and stronger adaptation during organizational change. Methodological limitations included reliance on self report instruments, cross sectional designs, and limited longitudinal evidence. Strengths included validated measures and real world organizational samples. The review supports integrating emotional intelligence into leader selection, training, and succession planning. Future research should apply longitudinal designs, multi source assessments, and culturally diverse samples to strengthen causal inference and practical guidance for organizations across business contexts.