Управління емоційним інтелектом як ключова лідерська якість сучасного менеджера
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Дата
2026
Назва журналу
Номер ISSN
Назва тому
Видавець
Хмельницький національний університет
Анотація
У статті розглянуто роль емоційного інтелекту як ключової лідерської якості в умовах функціонування сучасного бізнес-середовища. Показано, що здатність керівника розуміти й управляти власними емоціями та емоціями інших визначає його успіх у формуванні згуртованої команди, підтриманні мотивації працівників та створенні сприятливого соціально-психологічного клімату. Визначено, що емоційний інтелект включає кілька ключових компонентів: самосвідомість, саморегуляцію, мотивацію, емпатію, соціальні навички. Особливу увагу приділено значенню емоційного інтелекту для українських лідерів у воєнних умовах, де емоційна стійкість керівника стає джерелом підтримки команди. Окреслено складові емоційного інтелекту, наведено приклади його прояву в управлінській діяльності та визначено інструменти розвитку цієї компетентності, зокрема через тренінги, коучинг і практику саморефлексії. Підкреслено, що розвиток емоційного інтелекту є не лише природною рисою окремих особистостей, а й навичкою, яку можна цілеспрямовано вдосконалювати для підвищення результативності управління та лідерських якостей.
The article examines the role of emotional intelligence as a key leadership quality in the functioning of the modern business environment, which is characterized by a high level of uncertainty, rapid change, digital transformation, and increased psycho-emotional pressure on employees. It is substantiated that in such conditions the effectiveness of managerial activity depends not only on professional knowledge and strategic thinking, but also on the ability of a leader to understand, regulate, and constructively use emotions in the process of interaction with the team. Emotional intelligence is interpreted as an integrative competence that ensures the formation of trust, psychological safety, and sustainable motivation of personnel. It is shown that the manager’s ability to recognize his or her own emotional states and the emotions of others determines the quality of managerial decision-making, the level of conflict in the team, and the productivity of collective work. The structural components of emotional intelligence are systematized. Self-awareness is defined as the ability to identify one’s own emotions, understand the reasons for their occurrence, and assess their impact on behavior and managerial decisions. Self-regulation is interpreted as the ability to control emotional reactions, maintain composure in stressful situations, and prevent destructive behavioral patterns. Motivation is considered as an internal resource that ensures persistence in achieving goals, readiness for change, and a focus on long-term results. Empathy is characterized as the ability to understand the emotional states, needs, and expectations of employees, which contributes to the individualization of management approaches. Social skills are revealed through the ability to build effective communications, manage conflicts, conduct negotiations, and form a cohesive team. Particular attention is paid to the importance of emotional intelligence for Ukrainian leaders in wartime conditions. It is determined that in situations of constant stress, uncertainty, and external threats, the emotional stability of the manager becomes a key factor in maintaining team resilience, preventing professional burnout, and preserving human capital. A leader with a high level of emotional intelligence acts as a source of psychological support, is able to reduce anxiety in the team, maintain a sense of meaning in work, and ensure the continuity of business processes. The article outlines practical manifestations of emotional intelligence in management activities, including the use of constructive feedback, active listening, flexible leadership styles, and value-based communication. Tools for the development of emotional intelligence are identified, in particular specialized training programs, coaching, mentoring, emotional reflection practices, and the use of digital platforms for soft skills development. It is emphasized that emotional intelligence is not only an innate personal trait, but also a competence that can be purposefully developed throughout professional life. Its systematic formation contributes to increasing leadership effectiveness, improving organizational culture, strengthening team cohesion, and ensuring the adaptability of enterprises in conditions of crisis and post-war recovery.
The article examines the role of emotional intelligence as a key leadership quality in the functioning of the modern business environment, which is characterized by a high level of uncertainty, rapid change, digital transformation, and increased psycho-emotional pressure on employees. It is substantiated that in such conditions the effectiveness of managerial activity depends not only on professional knowledge and strategic thinking, but also on the ability of a leader to understand, regulate, and constructively use emotions in the process of interaction with the team. Emotional intelligence is interpreted as an integrative competence that ensures the formation of trust, psychological safety, and sustainable motivation of personnel. It is shown that the manager’s ability to recognize his or her own emotional states and the emotions of others determines the quality of managerial decision-making, the level of conflict in the team, and the productivity of collective work. The structural components of emotional intelligence are systematized. Self-awareness is defined as the ability to identify one’s own emotions, understand the reasons for their occurrence, and assess their impact on behavior and managerial decisions. Self-regulation is interpreted as the ability to control emotional reactions, maintain composure in stressful situations, and prevent destructive behavioral patterns. Motivation is considered as an internal resource that ensures persistence in achieving goals, readiness for change, and a focus on long-term results. Empathy is characterized as the ability to understand the emotional states, needs, and expectations of employees, which contributes to the individualization of management approaches. Social skills are revealed through the ability to build effective communications, manage conflicts, conduct negotiations, and form a cohesive team. Particular attention is paid to the importance of emotional intelligence for Ukrainian leaders in wartime conditions. It is determined that in situations of constant stress, uncertainty, and external threats, the emotional stability of the manager becomes a key factor in maintaining team resilience, preventing professional burnout, and preserving human capital. A leader with a high level of emotional intelligence acts as a source of psychological support, is able to reduce anxiety in the team, maintain a sense of meaning in work, and ensure the continuity of business processes. The article outlines practical manifestations of emotional intelligence in management activities, including the use of constructive feedback, active listening, flexible leadership styles, and value-based communication. Tools for the development of emotional intelligence are identified, in particular specialized training programs, coaching, mentoring, emotional reflection practices, and the use of digital platforms for soft skills development. It is emphasized that emotional intelligence is not only an innate personal trait, but also a competence that can be purposefully developed throughout professional life. Its systematic formation contributes to increasing leadership effectiveness, improving organizational culture, strengthening team cohesion, and ensuring the adaptability of enterprises in conditions of crisis and post-war recovery.
Опис
Ключові слова
лідерські якості, емоційний інтелект, управління, розвиток лідерських якостей, leadership qualities, emotional intelligence, management, development of leadership qualities
Бібліографічний опис
Кримчак Л., Слободянюк І. Управління емоційним інтелектом як ключова лідерська якість сучасного менеджера // Development Service Industry Management. 2026. No. 1. P. 231-235.