The High Cost of Poor Leadership in a Fast Changing World: The Role of Emotional Intelligence in Success
- Miriam Mukasa - Inclusive Leadership & AI
- Jun 18
- 3 min read
Updated: Jun 27
Modern organisations are face rising costs, not just in terms of products and services, but also due to the detrimental effects of poor leadership.
Ineffective management frequently leads to low morale, disengagement, poor communication, simmering unresolved conflicts and misunderstandings between colleagues. The era of employees dutifully punching time cards every morning until the age of 60, receiving a gold-plated watch, and a warm send-off, are long gone.
The future belongs to those organisations that invest in Emotional Intelligence, nurturing leaders who can navigate the ever-shifting tides of the modern workplace
Across the globe, the pandemic and subsequent lockdowns have profoundly reshaped people’s attitudes to work, life, and play. Leaders everywhere are grappling with shifting, and often fluid work/life expectations.
Several factors are contributing to these shifts in workplace attitudes and these include: fast changing demographics (with many leaders managing multi-generational and multicultural teams, each with its own unique needs and priorities), technological innovation, evolving social norms, changing political landscapes, the influence of social media, and now of course, Artificial Intelligence (AI).
While attitudes towards work have transformed significantly, traditional workplace behaviours have been slower to adapt. Perceptions of what constitutes acceptable behaviour in the office have shifted dramatically, including the expectation of employees attending the office in person three or five days a week.
Despite these shifts, many leaders continue to rely on outdated, command & control management styles and leadership manuals, with some even threatening or celebrating AI-driven job replacements. These leaders often struggle with the notion of being questioned which they see as a personal affront, often responding in ways that reveal a lack of Emotional Intelligence (EQ), particularly around self-awareness and self-management. The consequences can be damaging: valued team members may disengage, abruptly resign, or simply choose to ‘quiet quit’. Ultimately, these dynamics erode morale, reduce productivity, and negatively affect the bottom line.
In addition to lacking self-awareness, these leaders often exhibit low empathy, poor communication skills, and an inability to manage conflict effectively. In diverse teams, such shortcomings can lead organisations to retreat from inclusive practices, narrowing their recruitment efforts to candidates from specific backgrounds, universities, or geographical locations, all in the name of “cultural fit”. For organisations with a global footprint, this can result in missed opportunities in new markets, and a diminished capacity to innovate and grow.
The leadership challenges outlined above, are frequently rooted in low levels of: Emotional Intelligence (EQ), Cultural Intelligence (CQ), and Diversity Intelligence (DQ)
Even within a single organisation, functions, departments and office locations often develop distinct subcultures. Ever wondered why people eagerly seek to join Susan’s department but not Mary’s? Why few colleagues speak in meetings chaired by John? Why people smile and quickly volunteer whenever Simon says…? These differences often stem from leadership style - specifically, whether a leader demonstrates high or low EQ, CQ and DQ.
In simple terms:
EQ - The ability to recognise, understand, and manage one’s own moods, emotions, and drive, as well as their effect on others. EQ includes the capacity to empathise with others and respond appropriately to their experiences.
CQ – Builds upon EQ and is shaped by our lived experiences - what we have been exposed to through family, friends, religion, education, food, geography, politics, social class, media and more. It is the ability to navigate and respect cultural differences with awareness and sensitivity.
DQ – Extending the principles of CQ to encompass a broad understanding of diversity, DQ involves the capacity to recognise and engage with the varied dimensions of identity, including, though not limited to age, race, sex, disability, and religion. At a time when many women and other under-representative groups are leaving senior positions in growing numbers, fostering DQ is more critical than ever.
Soft skills such as Emotional Intelligence (EQ) remain timeless – these skills enable us to navigate challenges more easily and are essential not only in the workplace but also, in our personal lives.
By honing EQ, CQ and DQ, leaders can foster a thriving work environment that adapts to the ever-evolving attitudes and expectations of a diverse workforce, where everyone can thrive and contribute to your organisation’s success.
The future belongs to those organisations that invest in Emotional Intelligence, nurturing leaders who can navigate the ever-shifting tides of the modern workplace.
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