Emotional Intelligence (EI) is the ability to have compassion, sympathy, and emotional participation for members who are involved in an organization. Company executives or leaders who apply this ability are more resilient to risk management crises, as they are more competent and flexible in decision-making processes. This practical aptitude can avoid general quandaries among company employees regarding internal negative sentiments, participants’ lack of motivation, and hazardous staff behavioral shifts. It is proved that EI is an indispensable part of risk management policy, as it is a complicated part of a leadership phenomenon liable for a vigilant and conscientious approach to a company team. A behavioral model of EI might help detect a person’s ability to control and manage negative emotions in unpredicted and stressful situations that acquire in an organizational process daily. Unprecedented leadership implies having a stress tolerance, ability to indicate a successful and beneficial rapport with company members and their internal involvements. EI can be characterized as a high sensitivity every leader might possess towards company participants to avoid escalating issues within team workers and stimulate the general positive employees’ outlooks for the prosperous company future.
EI is closely connected with leadership, as it encompasses a diversity of human makings and traits of character. A qualified leader sets a role model for their colleagues to follow. Stress resilience, tolerance, and the ability to anticipate and envision company members’ emotional condition and stability are paramount and fundamental insignia of a credible leader. The ability to influence and lead other people means to predict their behavioral patterns by setting contact between a leader and their subordinates. Having EI is a prerequisite for successful company executive leadership as a guarantee for stable and abundant company development.