22.08.2025

In recent years, the rapid advancement of artificial intelligence (AI) technologies has begun to reshape leadership development practices across industries. At the same time, emotional intelligence (EI) remains a well-established concept in both academic literature and organizational practice as it’s recognized as a critical component of effective leadership.

This article examines the current academic discourse on the intersection of AI and emotional intelligence within leadership development contexts, primarily focused on leaders operating in organizational, business, and institutional environments. It explores the emerging capabilities, challenges, and implications of using AI to develop emotional competencies in leaders and includes some of my own reflections alongside published research to complement the findings.

 

AI’s Role in Modern Leadership Development

Artificial Intelligence (AI) is a branch of computer science focused on developing systems capable of performing tasks that typically require human intelligence (Vivek & Krupskyi, 2024). In leadership contexts, AI refers to the application of these technologies to enhance and support leadership functions.

As Vivek and Krupskyi (2024) explain, AI technologies provide leaders with valuable insights that inform strategic decisions, optimize operations, and predict future trends. This suggests that such capabilities enable leaders to make better decisions and adopt more adaptive strategies, especially in uncertain contexts.

As a matter of fact, Vivek & Krupskyi (2024) note a significant trend in leadership which is the growing use of AI for decision support systems. They highlight how AI enhances internal communication through tools such as real-time language translation and sentiment analysis, which contribute to more interpersonal understanding, and it supports leaders in making more accurate and timely decisions.

Given these developments, the expansion of AI usage in leadership contexts seems not only likely but inevitable, especially in environments where quick thinking and complex coordination are required.

 

The Rise of Hybrid Leadership Models

As AI becomes more embedded in leadership practice, hybrid models have emerged in which AI serves as a “co-leader.” In these models, AI systems make data-driven suggestions to human leaders, for example, identifying which team members may need additional support or flagging unseen performance patterns in the workforce (Van Quaquebeke & Gerpott, 2023; Kollmann et al., 2023).

These augmented leadership models are showing how leadership is becoming a shared activity between humans and intelligent systems, rather than an exclusively human domain.

Hossain et al. (2025) highlight digital leadership as a critical framework in today’s evolving work environment. Digital leaders serve as role models for adaptability and play a key role in preparing their teams for technological change. This form of leadership also involves actively leveraging AI tools for leaders themselves to help overcome cognitive limitations, simulate future scenarios, and optimize resource allocation.

As remote and hybrid teams become more common, I believe it is increasingly important for leaders to understand and apply these digital tools effectively in real-world contexts.

 

Emotional Intelligence: A Key Factor of Effective Leadership

Emotional Intelligence (EI), defined as the ability to recognize, understand, and manage our own emotions and the emotions of others, has long been recognized as a key component of effective leadership (Vivek & Krupskyi, 2024).

High-EI leaders are better equipped to handle stress, foster collaboration, and create positive organizational climates (George, 2000; Vivek & Krupskyi, 2024).

These leaders understand their emotions and those of their team, enabling them to manage interpersonal dynamics and lead with empathy (Coronado-Maldonado & Benítez-Marquez, 2023).

In my view, emotional intelligence is more relevant than ever. Today’s leaders are often working in high-pressure environments and the ability to regulate their own emotions could directly impact team dynamics and decision-making.

Beyond professional contexts, EI also plays a role in managing the daily challenges of leadership, from motivating others to maintaining personal well-being under stress.

 

Leading with Emotional Intelligence in the Age of AI

EI becomes even more relevant as leadership adapts to AI-integrated environments. The integration of Emotional Intelligence and Artificial Intelligence in leadership presents a multifaceted approach to enhancing effectiveness (Vivek & Krupskyi, 2024).

AI can augment EI by providing tools that enhance emotional awareness, for instance, sentiment analysis tools can help leaders assess team morale based on communication patterns and intervene proactively (Peifer et al., 2022; Vivek & Krupskyi, 2024).

This interaction between EI and AI suggests that emotionally intelligent leadership is not being replaced, but rather reshaped. It could be said that leaders who will thrive in this new terrain are those who can interpret emotional dynamics while navigating AI-generated data. As Vivek & Krupskyi, (2024) state, leaders who integrate both AI tools and emotional competencies are better positioned to make decisions that balance strategic logic with human sensitivity.

 

 

Challenges of AI-Driven Leadership

As artificial intelligence becomes more deeply embedded in leadership contexts, it brings with it not only opportunities but also serious challenges. One commonly cited risk I saw while going over literature is the possible over-reliance on AI. Leaders who depend too heavily on AI-generated insights may begin to neglect the vital human judgment and intuition that are core to emotional intelligence (Vivek & Krupskyi, 2024; Sun, 2018).

While AI can provide efficient, data-driven recommendations, it cannot replace the complex decision-making and emotional sensitivity required in many leadership scenarios, at least not yet.

We can already see signs of over-reliance in broader contexts, from student use of AI in academic writing to the increasing dependence on AI tools in everyday tasks. This growing dependence raises concerns about people losing critical thinking and decision-making skills.

When applied to leadership, the risk becomes more serious. If leaders overly rely on AI to make judgments, they could miss important interpersonal signals, possible ethical issues, or context-specific insights that machines cannot grasp. In my view, it’s not about rejecting AI, but about ensuring it enhances, not replaces, human leadership.

 

Ethical Oversight: A Leadership Imperative in the Age of AI

Ethical concerns are also highly discussed in literature. AI systems are prone to issues of bias, data privacy violations, and debatable decision-making processes. These risks can significantly undermine organizational trust if not addressed transparently (Hossain et al., 2025; Vivek & Krupskyi, 2024).

For instance, accountability and fairness become critical in contexts where AI makes or supports key personnel or strategic decisions. Leaders are thus responsible for ensuring human oversight in AI design, implementation, and monitoring (Hossain et al., 2025).

As Hossain et al. (2025) outline, AI’s ethical risks are rooted in algorithmic complexity, evolving technological environments and probability-based decision-making. These risks affect a broad range of stakeholders and require leaders to demonstrate a concept authors name “AI ethics literacy”.

Some scholars also call for ethics program to begin at the executive level and cascade through organizations, eventually influencing how AI tools are built and used (Hossain et al., 2025). Regardless of the path taken, it is clear that ethical leadership will remain a central discussion point as AI continues to expand its role in decision-making.

 

Possible Bridges to Gap

An important barrier that’s talked about in literature is the possible gap in AI-leadership competencies. Emotional intelligence can be developed through experience and reflection, but mastering AI systems often requires technical expertise that many leaders currently lack (Vivek & Krupskyi, 2024).

This gap implies that organizations must invest in comprehensive training programs that build both emotional and digital leadership capacities.

To add to this, there is an apparent lack of literature linking emotional intelligence with digital intelligence in leadership contexts. Yeke (2023) points out that studies exploring this relationship are nearly absent in business administration, despite its growing relevance. Without a stronger academic foundation, many leaders may struggle to effectively combine these two skills sets in real-world scenarios.

 

 

Moving Forward: Possible Opportunities

This combination of emotional intelligence, artificial intelligence and leadership creates an interesting opportunity to reshape leadership development. Hossain et al. (2025) identify managerial capabilities, such as adaptive decision-making, technical fluency, and sense-making, as essential for navigating uncertain, data-driven environments.

Leaders who combine emotional insight with AI-supported tools are better equipped to rethink strategy, manage complexity, and drive transformation in their organizations.

Peifer et al. (2022) reinforce this potential, emphasizing how AI can add value through predictive analytics and decision support systems.

However, they also stress the importance of maintaining human oversight. This suggests that effective implementation may require targeted upskilling programs.

Finally, as Pramila (2025) highlights, emotionally intelligent leaders are uniquely suited when it comes to adaptability in digital workplaces. Their ability to lead with empathy and flexibility helps organizations stay resilient and human-centred amid constant technological change. Their ability helps set the stage for more intentional leadership development, one that blends emotional awareness with digital fluency.

 

Future Leadership at Turku UAS

As emotionally intelligent leadership becomes increasingly vital in AI-driven environments, learning ecosystems play a crucial role in shaping future-ready professionals. Drigas et al. (2023) note that educators and researchers now advocate for emotional development from early academic stages, encouraging students to reflect, rewire their thinking, and engage in interpersonal leadership roles that cultivate EI in practice.

At Turku University of Applied Sciences, emotionally intelligent leadership is not just an academic concept, I would say it is actively integrated into the learning environment through collaborative, student-centred approaches.

To explore this further, I spoke with a Turku UAS student to understand how well academic settings align with real-world leadership demands. Wilma highlighted how digital platforms play a crucial role in developing these skills, especially in online programs where assignments encourage students to think critically about how to approach tasks and communicate effectively within teams. Teachers often guide students to resolve challenges among themselves, which builds confidence, accountability, and real-world readiness.

Overall, Turku UAS provides strong tools to support future leadership development, but as she emphasized, how much is gained also depends on the individual’s initiative and willingness to engage fully with the learning process.

Digital platforms play a crucial part in developing both skills, emotional intelligence and digital leadership

– Wilma Kitti

 

One example of how this is put into practice is through courses like Leadership, which provide students with tools to understand themselves and others, strengthening key emotional intelligence competencies.

 

 

Beyond the classroom, the Global Gateway Research Group works with companies and public-sector actors to promote inclusive and proactive leadership, with a focus on managing diversity and ethical decision-making in hybrid and multicultural contexts.

Together, these efforts show how Turku UAS is cultivating the kinds of leadership skills that will be essential in an AI-augmented, emotionally complex future of work.

 

Future Research Directions

While evidence strongly supports the value of EI for building trust, motivating teams, and creating emotionally safe work environments (Coronado-Maldonado & Benítez-Marquez, 2023), the empirical validation of AI’s role in enhancing leadership is still limited. Van Quaquebeke & Gerpott (2023) point out that despite the wide adoption of AI in organizational contexts, there is still insufficient exploration of what it means to substitute traditional leadership with AI.

The academic discourse also highlights the limitations of AI in replicating the emotional aspects of leadership. While AI can support rational and operational decisions, it cannot yet manage human emotions with the complexity, ethical nuance, or relational depth that human leaders offer (Coronado-Maldonado & Benítez-Marquez, 2023).

Leadership is still fundamentally a social process, and emotionally intelligent leaders are those who inspire, guide, and uplift others, often through nonverbal cues, emotional connection, and ethical grounding (Drigas et al., 2023).

This opens space for further research initiatives, including student involvement and interdisciplinary collaboration. It also reinforces the importance of learning environments, such as university courses and research groups like Global Gateway, that promote critical engagement with both technological and emotional dimensions of leadership.

 

 

Final Thoughts and Reflection

While effort was made to capture multiple academic literature, the scope is inherently limited by the availability and focus of these sources. Additionally, any commentary or interpretation provided reflects my current understanding of both emotional intelligence and AI, which continues to evolve as I engage further with the topic.

Nonetheless, this review underscores a key insight: the future of leadership is unlikely to be either fully human or fully artificial, at least for now. Cultivating emotionally intelligent leaders who can leverage AI not just for efficiency but for human-centred decision-making will be a defining challenge of the next decade.

The future of leadership may ultimately depend on the capacity to use AI tools without outsourcing the core human functions of understanding, empathizing, and inspiring

– Pramila, 2025