The role of emotional intelligence in women’s leadership

Abstract

Orientation: Despite a progressive constitutional and legislative framework promoting gender equality, South Africa continues to face structural, cultural, and organisational barriers that limit women’s advancement into leadership roles, particularly in the public sector. Research purpose: This study examines how emotional intelligence (EI) is perceived to influence women’s leadership practices, focusing on its role in shaping influence, decision-making and interpersonal engagement. Motivation for the study: Although EI is widely regarded as a key leadership capability, research on its role in women’s leadership within South African municipalities remains limited. Examining how women apply EI can guide development initiatives that address gender biases and improve organisational effectiveness, without assuming EI is deterministically empowering. Research design, approach and method: The study employed a qualitative, interpretivist approach, using semi-structured interviews with women leaders in the CoJMM. Data were analysed thematically to identify patterns in EI and leadership practices. Main findings: EI was linked to self-awareness, emotional regulation and relational sensitivity, which influenced decision-making, adaptability and interpersonal engagement. EI supports reflective decision-making and relationship management; however, its impact was shaped by organisational culture, power dynamics and resource constraints. Findings indicate that EI does not consistently produce positive outcomes or inherently empower leaders, with participants highlighting the emotional labour involved and the risk of EI being constrained or misinterpreted in bureaucratic contexts. Practical/managerial implications: Organisations should embed EI development in leadership training, ensuring context-sensitive support that addresses structural and cultural barriers to gender-equitable leadership. Contribution/value-add: This study offers context-specific insights into EI and gendered leadership in a South African municipal setting, presenting EI as a relational, situational capability with both benefits and limitations for supporting women leaders.