Emotional Intelligence as a Leadership Strategy in AI-Driven Workplaces

How can leaders leverage emotional intelligence to build resilient teams in the face of technological change?

Emotional intelligence (EI) becomes a critical leadership skill in managing the complexities of emotional labour and burnout, which are exacerbated by AI-associated

stressors (Hochschild, 1984). Emotional labour involves regulating emotions to display specific feelings, a challenge that intensifies in AI-integrated environments where employees may suppress anxieties about job security (Gardner, 2009).

Leaders can leverage EI to create an open communication environment for addressing burnout. By fostering psychological safety, leaders encourage employees to express their genuine emotions and concerns, reducing the need for surface acting and promoting deep acting (Mesmer et al., 2012). Moreover, a vigorous leader-member exchange (LMX) is essential for success, as it fosters a symbiotic relationship that supports team well-being and productivity. Integrating technology in any industry further complicates the challenges of emotional labour and burnout, emphasising the need for EI to create a supportive work environment (Diefendorff, 2011).

Thank you for your reading so far. Please tell me your views in the comments (or personally message me); 

•   What challenges have you faced implementing EI strategies in an AI-driven workplace? 

•   Your best practice on how EI can enhance team resilience and motivation in the face of technological change, please share in the comment.

My hope is to echo with you by sharing experiences and current possible tools and methods for overcoming your workplace situation. 

The Future of Leadership is Here

The next few years will be pivotal for leaders seeking to remain relevant and practical. You can position yourself at the forefront of this leadership revolution by creating the synergy between emotional intelligence and artificial intelligence.

I am dedicated to supporting the next generation of business leaders in integrating emotional intelligence with artificial intelligence. If you have a unique perspective on this topic or insights that could shape future articles, let's connect!

Cite:

Gardner, W.L., Fischer, D. and Hunt, J.G.J., 2009. Emotional labor and leadership: A threat to authenticity? The Leadership Quarterly, 20(3), pp.466-482.

Hochschild, A.R., 1984. The managed heart: Commercialization of human feeling. University of California press.

Diefendorff JM, Erickson RJ, Grandey AA, Darling JJ (2011). Emotional display rules as work unit norms: a multilevel analysis of emotional labour among nurses. Journal of  Occuptional Health Psychology. 16(2):170-86

Mesmer-Magnus, J.R., DeChurch, L.A. and Wax, A., 2012. Moving emotional labor beyond surface and deep acting: A discordance–congruence perspective. Organizational Psychology Review, 2(1), pp.6-53.