Why Organizations will not Capitalize on AI unless their Leaders Expand their Emotional Intelligence?

I am about to make a radical statement. Brace yourselves! To benefit from Artificial Intelligence (AI), company leaders must be willing and committed to expanding their Emotional Intelligence (EI). Sounds outrageous, right? However, let us explore the critical aspects of this well-founded “eureka” moment, and first revisit the definition of EI: “The ability to perceive, express, understand, and manage one’s emotions.” (Bru-Luna et al., 2021). Coronado-Maldonado & Benítez-Marquez (2023) further assert that EI helps individuals recognize and acknowledge the complexities of their own emotional experiences and others’ emotive nuances for control and regulation (Ruisel, 1992). There is also the concept of Artificial Emotional Intelligence (AEI), a subset of AI referring to “recollecting, recognizing, and reacting to human emotions” (Erol et al., 2020) or the concept of a “human-machine interaction-based computing technology” capable of automatically identify reactions from the collected audio-visual and speech data, e.g., detecting facial expressions (Amorim et al., 2019).

? Why do organizations require leaders with a high Emotional Quotient (EQ) to capitalize on AI? Sharing three compelling case studies illustrating the multiple challenges corporate executives deal with, i.e., when they fail to practice EI or intentionally improve their EQ –including three commonly identified blind spots to reflect on to overcome any mental, psychological, or emotional “blocks” (Durnali et al., 2023). Those insights may help to understand better why EI is an important key in effectively leveraging new technological advances and one's EQ and Social Intelligence (a distinct intellectual form) allowing human beings to understand one another better and act sensibly in social contexts (Lievens & Chan, 2017). Think about it: AI and technology may enable everyone to work faster, but there is still a need to explain the cheesy jokes we make using it, for instance. For eons, technology has benefited humankind, i.e., from fire and the wheel to today's AI and innovative information systems. However, without emotionally intelligent leaders, those advancements in technology are futile and limit the desired optimizations or outcomes (Erol et al., 2020; Kjellstr?m et al., 2020).

Example 1: The Company that Eliminated Half of Its Staff.

AI-enabled automation and solutions augmentation in an organization’s workflows and processes force employees to coexist with those technologies and take ownership (Einola & Khoreva, 2022). This company implemented an AI initiative to reduce the number of employees needed to get the job done, along with an outlined human resource management (HRM) strategy to cut its staff by half. Initially, it seemed like a smart move to cut costs – no one would disagree with reducing labor costs because that sounds good, correct? However, profits dropped because leaders had failed to efficiently engage with their workforce to address employees’ well-founded qualms, leading to a decline in morale, job performance, and productivity. The same company, now with twenty people and countless technological resources, was generating the same revenue but with lower profit margins. How could that be? The issue was not about introducing and implementing AI as a variable in that equation but rather the lack of leaders’ and managers’ EI to responsibly manage such a meaningful change in their modus operandi.

Example 2: Dilution of National Education.

Next, consider the American educational system. Despite heavy technological investments, the erosion of quality education has become a harsh reality. Educators often need more EI to connect with their students and appropriately leverage technological resources at their disposal. The promise of technology fell flat without the Human Element to guide its use, which resulted in students using Google and AI to assist them with research papers or assignments. Students are now printing an abundance of PDFs, i.e., while not having a clue about their contents. Fast access to information does not equate to critical thinking or the ability to transmit emotions and thoughts effectively. Technology alone does not suffice, nor can it replace the Human Connections necessary to impart knowledge to others and for effective learning.

Example 3: Personal Experience with the Covey Method

Here is a personal story. I was dedicated to the Covey Model, meticulously planning my days and embarking on my leadership development. Despite having an excellent organizational tool, I struggled to follow through with it, i.e., until I deliberately chose to work on and expand my EI. The problem was not the approach but my need for self-awareness and emotional management. Cultivating my EI was crucial to applying the Covey Method in my day-to-day work life (as an entrepreneur) and social/business interactions. My leather-bound and top-of-the-line planner could not hold me accountable for the scheduled appointments in it! Until my EI started to steer my thought process with continuous practice, along with my emotional reactions to events beyond my control, the Covey Leadership Concepts became a valuable resource, albeit not necessarily transformative at its core. Recalling my wife laughing and saying: “No, we are not going out on a date just because it is on your calendar!” You can see how technological advances do not necessarily translate into reaching the presumed or projected outcomes. Human beings will either capitalize on AI or not, i.e., based on their collective and individual EQ. So, what are the blind spots blocking access to yielding the positive impact of AI and other innovative technology?

Blind Spot #1:

Your capacity to communicate effectively is not enhanced by what you say but by how you listen.

Many leaders operate under the misconception that their ability to articulate their firm’s needs and command their workforce makes them effective. Effective Leadership hinges on listening – truly grasping team members’ concerns, aspirations, and feedback. This level of engagement is only possible with a high EQ, which fosters an environment where employees feel heard, safe, and respected. Have you ever said something you knew you should not have? We all have. And when you realize you should apologize but do not, does it negatively impact that relationship? Effective Leadership is not to be confused with one’s ability to speak well, articulate, or enunciate; it is about how well leaders and managers actively listen to their workforces before blurting out uninformed answers and viewpoints. Dubey et al. (2023) established in their study there was a relevant correlation between Organizational Citizenship Behavior (OCB) and Effective Leadership. Simply put, most human beings love to belong...

Take a moment to reflect on this: What is your access to listening? Think about the noise or self-talk happening in your head – that constant and distracting chatter. To truly listen, it is paramount first to acknowledge that we do not listen or pay attention to our interlocutors, e.g., formulating answers while pretending to listen. When avoiding doing that, we create the space to hear and actively listen to others. For example, one of the participants in a recent workshop I led, Ben, asked: “What does emotional intelligence mean?” After explaining it to him, I stressed the importance of separating the EI definitions or constructs versus adopting its actual practice. But knowing what EI is does not grant anyone access to its benefits. Similarly, knowing the definition of listening does not mean we listen.

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Blind Spot #2:

Human Beings do not Listen. They never Have; They never Will.

Empathy is an overlooked leadership trait, and here is a harsh truth: Human beings do not listen. We are often preoccupied with our own thoughts, judgments, and biases. Developing EI helps leaders become better listeners by teaching them to be fully present in conversations and empathetic while breaking through the natural barriers to effective listening. Pause for a moment and listen to your thoughts while reading this. What did you hear in your mind? That is the noise keeping us all “busy.” Recognize it and acknowledge that you are not listening. Choosing to pay attention is a recommended practice that opens the door to high-quality listening, i.e., listen to comprehend not assume. Leila, another participant in that workshop, shared: “I used to plan my responses while someone else was speaking. It took me a long time to quiet my mind and truly listen.”

? The key to listening is acknowledging when we are not listening. Our brains are loud, and we can start to actively listen by recognizing that. We must give up another habit, the one leading us to believe that what we say is more important, accurate, or insightful than what others are trying to communicate to us. We must also give up formulating counterarguments in our mind when the others have polarizing attitudes – it is best to nurture positive intentions to generate “positive resonance” and “non-defensive self-reflections” (Itzchakov et al., 2023). Whether we are listening to family members, staff, managers, or other interested parties, we should remember to put ourselves in “their shoes” to meet them where they are and avoid dismissing their standpoints.

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Blind Spot #3:

Your relationship with your past limits the possibility of expanding your emotional intelligence and, therefore, communicating effectively.

Our past experiences often shape our responses, perceptions, and decisions more than we realize or care to admit. Leaders frequently and unconsciously repeat patterns from their past, which can hinder their effectiveness and objectivity, e.g., when dealing with conflict resolutions. By pinpointing and addressing those past influences, leaders can become more intentional and effective (using EI) in their decision-making. For a moment, let us imagine an “overall pattern of behavioral styles” requiring a level of openness to the possibility of combining individual elements (Hancock et al., 2021). Now, think about a significant event from your past that has shaped the person you are today. How does that significant event still influence your actions and decisions? Distinguishing this new pathway helps us to break free from an affective commitment or any old constraints to become more effective leaders, even within context-free working environments (Mohsin et al., 2023).

? I previously shared a story about a friend having dealt in his youth with his kidnapped father. That traumatic experience shaped his behaviors and decisions, limiting his ability to trust and connect with others. He grew up saying: “I will be caring, but I will be ruthless in protecting my family.” This mindset restricted his aptitude to form meaningful lasting relationships. By ignoring those triggers or patterns jolting our brains towards the “familiar,” i.e., when quickly assessing any situation with a limited lens, leaders and managers cheat themselves and remain stuck on a merry-go-round. Hence, inviting you to reflect on an experience that still impacts your leadership style today. How could you acknowledge that event’s negative impact and choose an unusual way forward?

Predictable Outcomes when Discovering Blind Spots.

When leaders commit to continually discovering and addressing those blind spots, the outcomes can be transformative:

• Enhanced Emotional Intelligence: Leaders become more self-aware, empathetic, and skilled at managing their personal and business relationships.
• Mastering Effective Communication: Improving one’s high-quality listening skills leads to better interpersonal communications and fosters a more open and inclusive working environment.
• Building High-Performing Teams: Leaders who understand, manage, and control their emotions can inspire, motivate, and engage their teams while generating superior job performance and satisfaction.

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The Path Forward

What did you discover for yourselves in this article? We explored why organizations needed emotionally intelligent leaders to capitalize on AI, illustrated this with three compelling case studies, and revealed the three critical blind spots leaders should continuously focus on. EI is essential to leverage innovative technology and build high-performing teams effectively. Your challenge now is to practice how to discover your blind spots. Commit to improving and sharpening your active listening skills, acknowledging your inherited biases, and experiencing the weight of your past to let it go. Doing this will enhance your EI and unlock the true potential of your workforce and available technology. Remember that, as a trait, EI is the sum of persistent behavioral patterns we adopt over time, contrarily to a skill, and links to our personality traits, dispositional tendencies, and self-efficacy beliefs (Petrides & Furnham, 2001).

Thank you all for being a part of this conversation. I look forward to hearing your thoughts as we continue to explore the intersections of technology and EI in the leadership and transformation realm. Do you have any questions? Feel free to share. Let us make this interactive!

About the Co-Authors

About Saurel Quettan

Saurel Quettan is a leadership and business coach who helps Black CEOs and business owners reach their full potential. With over 20 years of experience, he guides leaders through a process that helps them discover their strengths and overcome challenges. Saurel's coaching focuses on turning good leaders into great ones by encouraging them to think big and create lasting success. He helps them make better decisions, handle changes in the market, build strong team cultures, and aim for bold futures. Saurel's goal is to help leaders shape their futures and positively impact their families, businesses, and communities.

About Gabrielle Antoine

Gabrielle Antoine, a doctoral student in Management (Organizational Behavior & Change Management), is deeply passionate about studying workplace behavior and its impact on mental health and job performance. Gabrielle's unwavering dedication to creating healthier, more transparent work environments is evident in her work. Her relentless efforts and fervor for this subject make her a valuable contributor to this article and the organizational behavior field.

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