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Emotional intelligence has been a popular concept in recent years, and much of the popularity has been generated by Goleman (1998). He emphasises the importance of EQ, as opposed to other forms of intelligence in leadership and his broad definition of emotional competence includes factors such as empathy, self‐awareness, self‐regulation, and social skills (Goleman and Boyatzis 2017). A narrower and more psychologically based definition is as follows:

Emotional intelligence refers to an ability to recognize the meanings of emotion and their relationships, and to reason and problem‐solve on the basis of them. Emotional intelligence is involved in the capacity to perceive emotions, assimilate emotion‐related feelings, understand the information of those emotions, and manage them. (Mayer et al. 2001)

Whether you like a broader or more specific definition of EQ, without an ability to read and interpret emotions, which are themselves key to relationships with others, a leader lacks a valuable tool. Despite debate surrounding some of the less circumspect claims for the important of EQ, there is acceptance that EQ is an important contributor to leadership (Walter et al. 2011; Webb 2009).