THE ROLE OF EMOTIONAL INTELLIGENCE (EI) IN PUBLIC ADMINISTRATION LEADERSHIP: A CONCEPTUAL ANALYSIS

Abstract

Leadership in public administration has traditionally been examined through the lenses of rational decision-making, bureaucratic efficiency, and managerial competence. However, contemporary governance challenges—ranging from crises and rapid digital transformation to citizen engagement and accountability—require leaders to demonstrate skills that extend beyond technical expertise. Emotional Intelligence (EI), defined as the capacity to perceive, understand, and regulate emotions in oneself and others, has emerged as a critical yet underexplored dimension of effective leadership. This article provides a conceptual analysis of the role of emotional intelligence in public administration leadership. Drawing on established EI models, particularly those of Goleman and Mayer & Salovey, the paper proposes a framework linking core EI competencies—self-awareness, self-regulation, motivation, empathy, and social skills—to key leadership functions in public administration such as ethical decision-making, crisis management, collaborative governance, and citizen-centered service delivery. The analysis suggests that emotional intelligence not only enhances organizational performance but also strengthens trust, transparency, and legitimacy in public institutions. By integrating EI into the theoretical discourse on public administration leadership, this article highlights its potential as a vital competency for addressing the complex, dynamic, and relational demands of modern governance. Future research directions and practical implications for leadership development are discussed.