Strategic emotional intelligence: demystifying and reconceptualising the EI-leadership link

Abstract

This paper advances theorisation of a new construct derived from the ability-based model of emotional intelligence: Strategic Emotional Intelligence (SEI). SEI is proposed as an alternative position to the recent debate concerning the altruistic versus manipulative use of EI by organisational leaders. Although this distinction is pertinent, I argue it reduces the value of EI to two polarised perspectives. First, a brief review of EI and its positive implications for leadership is provided. Second, rationales for the allegations made towards the potential “dark side” of EI are presented. Third, SEI is defined and issues that lie at its intersection with ethical leadership are acknowledged. The paper closes advocating the need for future leadership studies to formulate more assumption-challenging research questions.