In recent years, managing a team has evolved well beyond simply setting goals and keeping projects on track. The role of a manager today demands a nuanced blend of people skills, emotional insight, and adaptability. Emotional intelligence (EI) sits at the heart of effective management, yet it’s a skill many leaders feel they lack: Around 70% of managers recognize EI’s importance but still feel it’s their Achilles’ heel, according to Mindtools research.

The paradox is real: empathy, self-awareness and social sensitivity are what managers say they value most — yet they often don’t consider these their strong suits. Without EI, even the most technically brilliant managers stumble in creating the trust and psychological safety that great teams thrive on.

So, how do we close the gap? By making EI more than a “nice-to-have” skill; it needs to become as fundamental as knowing how to delegate or set goals.

Why EI Matters for Managers

Managers who develop their EI are far better prepared for today’s workplace pressures. They stay calm under pressure, can better spot their own biases and pick up on team dynamics others might miss. This emotional balance translates to thoughtful, well-paced decisions that create work environments where people feel valued and understood. Managers who foster trust, empathy, and psychological safety are far more likely to inspire engagement and innovation on their teams.

The importance of EI isn’t just theoretical. Teams led by emotionally intelligent managers have been shown to have higher engagement, well-being and productivity. So why isn’t EI a standard part of every manager’s toolkit? Because too often, it gets sidelined by “hard” skills like process management. The question is not whether EI is important but rather how organizations can make it a practiced, integrated part of every manager’s role.

Developing EI is remarkably similar to building physical fitness. Just as consistent workouts build stamina and strength, regular practice of empathy, self-reflection and active listening strengthens emotional resilience and social sensitivity. Consistency, not intensity, is key. To develop EI, managers need a diverse “workout” of regular practices: pausing to reflect on emotional responses, journaling to boost self-awareness and regularly seeking feedback to understand their impact on others.

This approach mirrors the holistic nature of fitness, where cardio, strength training and flexibility all play roles in balanced health. While everybody knows the benefits of physical fitness, not everyone sticks with it because it’s challenging, and the gains aren’t immediate. Likewise, building EI requires sustained, gradual effort, but the payoff — a more empathetic, adaptable and resilient manager — is undeniable.

The Disconnect Between Valuing and Practicing

One of the most revealing insights around EI in management is the disconnect between its perceived importance and its actual practice. Mindtools’ research also found that managers consistently rate empathy, self-awareness and social sensitivity as highly valuable, but these skills often don’t feature among their strongest capabilities. Instead, they focus on more easily measurable skills like active listening and delegation.

The issue here isn’t that managers don’t recognize the value of EI. Rather, it’s that they don’t receive the support needed to develop it. Many organizations still fail to integrate EI into core competency models, instead prioritizing more transactional skills. While skills like budget management are important, it is EI that serves as the foundation to enable managers to manage a team more effectively.

Another reason EI remains underdeveloped among managers is that it’s often overlooked in the early stages of their careers. Promotions tend to reward technical skills, not people skills, and without structured development, EI remains underdeveloped. Just as early fitness habits create long-term health, EI development from the outset gives managers a foundation that serves them throughout their careers.

Organizations that prioritize early EI development see stronger, more resilient leadership as a result. Offering ongoing feedback on EI progress is essential. Similar to tracking fitness milestones, regular self-assessment and peer feedback allows managers to gauge their growth in empathy, social sensitivity, and self-regulation. Tailored feedback cycles, particularly in a manager’s early years, create a strong foundation that enhances their effectiveness over time.

A significant benefit of EI in management is its power to ease some of the most challenging aspects of people management. Addressing underperformance, providing constructive feedback, and discussing sensitive issues are some of the most difficult responsibilities for managers, and without EI, these conversations can go poorly. Managers with high EI bring empathy to these discussions, creating a space where employees feel respected, even when receiving difficult feedback. This not only resolves issues but also reinforces a culture of open communication and mutual respect.

Practical Steps for Building Managers’ EI

To make EI a core management skill, organizations can adopt several strategies:

1. Integrate EI into core competency models: Rather than treating EI as an optional or peripheral skill, it should be woven into the broader framework of capabilities like trust-building, coaching and delegation. In fact, EI enhances these skills rather than competing with them.
2. Prioritize consistency over intensity: Just as with fitness, EI grows through steady, regular practice. Encouraging managers to engage in reflective practices, like journaling and seeking feedback, helps them improve emotional awareness and empathy over time.
3. Highlight tangible benefits: Connecting EI with clear business outcomes — such as improved team performance and engagement — reinforces its importance. When managers see how EI supports their success and aligns with organizational goals, they are more likely to invest in it.
4. Create a culture of psychological safety: Teams perform best when they feel psychologically safe, and managers are critical to building this environment. Without EI, managers cannot establish the trust required for true psychological safety, limiting team potential.

With rapid advancements in artificial intelligence (AI) and automation, some speculate that technology may soon rival humans in demonstrating empathy and social sensitivity. While AI might excel at analyzing behavioral cues, it’s not going to replace the genuine human connection and trust that emotionally intelligent managers bring to the workplace any time soon.

EI: A “Need-to-Have” Skill

As workplaces continue to evolve, EI is not just a “nice-to-have” — it’s a “need-to-have.” By integrating EI into management development and offering structured support, organizations can cultivate managers who lead with empathy, adapt gracefully to change, and foster high-performing, engaged teams. For managers willing to put in the work, the benefits are transformative, both for their teams and for their own professional fulfillment. Like fitness, building EI takes time, effort and patience — but the payoff is a healthier, more resilient and high-performing workplace.