Gender-based stereotypes continue to disadvantage women in leadership, particularly when they display agentic behaviours such as assertiveness and decisiveness, which are often evaluated more harshly in women than in men. Despite formal progress towards gender equality, women leaders remain less likely to be appointed to senior leadership roles and continue to experience biased perceptions, implicit exclusion and heightened scrutiny, especially in male-dominated environments (Nater et al. 2024; Rajha & Ruiters 2025). These dynamics persist even when women meet or exceed leadership performance expectations, limiting their access to decision-making positions and affecting the perceived legitimacy of their leadership (Mulawarman & Komariyah 2021; Mwangi, Ngugi & Kihonge 2024).

Within the South African context, these challenges are further shaped by socio-cultural norms, organisational hierarchies and public-sector governance structures that influence how leadership authority and emotional expression are interpreted. While increasing women’s representation in leadership remains a key objective of empowerment initiatives, representation alone does not address the relational and emotional demands placed on women leaders operating in complex institutional environments (Seale, Fish & Schreiber 2021). As such, attention has increasingly turned to emotional intelligence (EI) as a potential leadership capability that may assist women leaders in navigating interpersonal dynamics, managing emotional labour and responding to gendered expectations, without assuming that EI uniformly produces positive outcomes (Manning 2021).

Emotional intelligence is broadly understood in this study as a set of emotional awareness and regulation capabilities that influence how individuals interpret and respond to emotional information in organisational contexts. Prior research suggests that EI may support leaders in managing stress, conflict and relational challenges; however, these effects are shaped by contextual factors such as organisational culture, power relations and individual leadership roles (Nkomo & Ngambi 2017; Pillay, Viviers & Mayer 2018). Consequently, there remains a need for context-specific, qualitative research that examines how women leaders themselves perceive, experience and apply EI within their leadership practice, particularly in South African public-sector settings.

The purpose of this study is therefore to explore how women leaders within the City of Johannesburg Metropolitan Municipality (CoJMM) perceive the role of EI in shaping their leadership practices. By foregrounding women’s lived experiences, the study seeks to contribute a nuanced understanding of EI as a relational and situational leadership capability, rather than as an inherently empowering or universally effective attribute.

While existing literature highlights associations between EI, leadership behaviours and women’s empowerment, much of this research adopts a predominantly positive or prescriptive stance. There remains limited qualitative, context-specific research examining how women leaders themselves experience, interpret and apply EI within public sector organisations in South Africa. Moreover, insufficient attention has been paid to the potential limitations, emotional costs and contextual constraints of EI in gendered leadership environments.

In response to these gaps, this study seeks to explore the following research questions:

This was an exploratory study seeking to answer the research questions: What role does EI play in empowering women in leadership positions? How do women leaders perceive the influence of EI on their leadership practices? Thematic analysis was used to analyse the data, from which the categories and themes emerged.

It was interesting to note the impact and the role that EI plays and how it empowers women who are in leadership positions to accomplish their work accurately. The research questions explored the role of EI in empowering women leaders and the perceived impact of EI on their leadership styles. The insights gathered highlight that EI equips women leaders with the capacity to manage emotions effectively, make informed decisions and navigate the complex interpersonal dynamics of the workplace.

Consistent with literature, the study shows that women leaders experience a variety of emotions when interacting with different people in the workplace, and it is important for these leaders to be able to manage and control their personal emotions and other people’s emotions. In some situations, emotionally attuned behaviour may be misinterpreted as weakness, indecisiveness or lack of authority particularly in environments with rigid hierarchical structures. The literature shows that the leader who possesses EI abilities is a leader who understands how to engage in effective prediction and can anticipate future emotional reactions of other people (Barreiro & Treglown 2020; Lubbadeh 2020; Majeed & Jamshed 2021). This aligns with Leader Member Exchange (LMX) theory, which suggests that high-quality relationships between leaders and followers based on trust, communication and mutual respect are strengthened by emotionally intelligent behaviours.

The findings also illustrate the significance of EI in enabling women leaders to perform their duties effectively. Participants reiterated that controlling personal emotions contributes to better decision-making, stronger interpersonal relationships and more supportive working environments. These observations mirror the principles of transformational leadership, where emotionally grounded leaders inspire followers, demonstrate individualised consideration and create positive organisational climates.

The findings also show EI as one dimension of leadership and not as the sole determinant. It recognises a balance with other competencies such as technical expertise, strategic thinking, policy knowledge, organisational awareness and decision-making abilities. Both the literature and findings have shown that it is important to self-regulate as this enhances an individual’s efficacy as a leader and promotes professional and personal development. (Cherkowski et al. 2021; Matjie 2018). The literature has indicated that the leadership requirements will be inadequate if EI is not included and further mentioned that EI is a necessary skill for women who hold positions of leadership (Gilar-Corbi et al. 2019).

From both the literature and the findings, EI is a significant skill that assists leaders in creating a positive working environment that benefits both the leaders and subordinates. The literature has shown that a positive working environment created by the leader of an organisation has a positive influence on the productivity of an organisation (Papoutsi et al. 2022).

The study also found that emotionally intelligent women leaders actively cultivate positive relationships with subordinates, welcome constructive feedback and value open communication. This supports LMX theory but also aligns with Situational Leadership, where leaders adapt their style depending on the needs and emotional readiness of team members. Women leaders reported using EI to gauge the emotional climate of their teams and adjust their leadership behaviours to address challenges more effectively.

The findings reveal that women in leadership positions avoid responding to situations immediately as a strategy for managing their emotions, and this helps them to address issues in a strategic manner. The literature has shown that EI means being able to build positive relationships with co-workers and welcome constructive feedback and criticism. Literature similarly emphasises the importance of self-awareness as a component of effective leadership, noting that it is a significant part of leadership. Baesu (2018) argues that EI is mostly analysed in relation to interactive relations, which include organisation leaders and employee relationships. This means emotional influence is important, and as the leaders play a key role in managing the emotions and mood in an organisation.

In relation to the study’s intention, it is evident that being an emotionally intelligent leader, one needs to be aware of things that are challenging to them. Furthermore, the study found that women leaders often display flexible leadership styles, adapting to workplace demands, a behaviour strongly aligned with situational leadership theory. This adaptability, supported by EI, enables women to navigate complex organisational environments despite persistent gender biases (Jooste & Coetzee 2022; Raghubir 2018).

The study has found that even though we are living in a world of gender inequality, women’s leadership skills are still being questioned. Participants have highlighted that the EI of male leaders is not superior to that of their female counterparts. Literature has also shown that both males and females have equal EI, even though they are emotionally intelligent in different ways.

In line with literature showing that a good leader can think about other people’s feelings, the findings show that this is an important aspect as it is a significant step in building good working relationships. It is crucial for leaders to put themselves in the shoes of their juniors to understand their situation. If leaders understand how others are feeling, they will be able to communicate effectively and assist their co-workers. Emotionally intelligent woman leaders can navigate complex social dynamics through their improved communication and interpersonal skills.

Women show a flexible style of management, and this makes them adapt their style of leadership to any demand of the workplace. The literature shows that women who are in leadership tend to create an environment that is conducive for better performance compared to their male counterparts, which is fundamental to EI from a leadership perspective (Mulawarman & Komariyah 2021). The findings and the literature have indicated that women face additional challenges at work as there are people who still do not trust women leaders. Participants mentioned that women leaders can overcome these challenges and become successful in their leadership roles.

While this study emphasises the role of EI in shaping the effectiveness of women leaders, it is important to acknowledge that other factors may also have contributed to their success. Professional experience, organisational culture, access to resources and supportive networks can each influence leadership outcomes and may interact with EI in complex ways. Overall, the findings underscore that EI is a vital competency for both women and men in leadership roles. However, because women leaders face unique barriers, including organisational culture challenges, gender bias and work–life balance pressures. Emotional intelligence becomes especially critical for their empowerment and leadership effectiveness. Consistent with existing literature (Goleman & Boyatzis 2017; Kanesan & Fauzan 2019; Mulawarman & Komariyah 2021; Raghubir 2018), EI-driven strategies such as emotional regulation, enhanced self-awareness and improved interpersonal skills enable women to navigate these challenges successfully.

Table 2 gives an overview of the key findings on the benefits of high EI and their practical implications.

Drawing from the outcomes of the study as summarised in Table 2, EI plays a meaningful role in ensuring the effectiveness of leadership. Women who are in leadership positions and emotionally intelligent are trusted and respected by their subordinates. Emotionally intelligent women leaders can create positive working environments where staff members are comfortable and enjoy working. The perception of the participants on the impact of EI is that the emotionally intelligent leader contributes significantly to the effective functioning of an organisation.

Women in leadership positions need to have strategies for managing their emotions to ensure effective management of their responses. Leaders who use EI strategies in managing their emotions respond well in all situations compared to leaders who do not have any EI strategies.

Women leaders that can manage the emotions of others professionally are likely to be respected by their subordinates. A woman leader who is respected by her subordinates can have a positive influence on their subordinates. An emotionally intelligent woman leader develops good human relations in the workplace, because they can promote teamwork and respect among others, which further ensures the effectiveness of the organisation.

The study acknowledges the significance of a leader who can solve complex social challenges in an organisation. This means that a strong relationship exists between EI and the performance of a leader within an organisation. Many successful women leaders show a flexible style of management. This means that they adapt their leadership style according to the demands of the environment in which they are working. Emotional intelligence assists women in leadership and tends to create a conducive environment for better performance. This has been identified as a critical aspect of the development of women leaders. Women who are in leadership positions may face additional barriers and biases that can hinder their leadership opportunities and recognition, as shown in the results of the study.

The findings have shown that EI is perceived to have a positive influence on women in leadership positions. Therefore, this study recommends that EI should be a requirement for placing women in leadership positions. It is possible to find people who are not just competent but also capable of leading with empathy and effectiveness. This can be achieved by taking a comprehensive strategy that considers these EI characteristics in addition to technical abilities and experience. There is a need to acknowledge the significance of stress management and work–life balance. Women leaders frequently manage a variety of tasks, and encouraging a great work–life balance enhances EI by supporting emotional well-being. Based on the study’s findings, it is recommended that organisations consider integrating EI assessments and development opportunities into their leadership selection, support and training processes. The participants highlighted the value of emotional regulation, self-awareness and the ability to manage interpersonal dynamics, suggesting that these competencies contribute positively to leadership effectiveness. Incorporating EI-related development such as training on emotional regulation, communication and managing workplace relationships may therefore assist both current and emerging leaders in performing their roles more effectively.

Organisations must develop specialised training courses that emphasise EI proficiencies like empathy, self-control, self-awareness and interpersonal skills. The leadership training programmes should include workshops on EI skills as a way of equipping the women leaders. The literature and findings are consistent about training women in leadership positions on EI skills. Future research on the effective strategies for managing emotions that can be used by women in leadership positions is required. Such research findings must be made available to all relevant parties within organisations.

The findings and literature have shown that EI is a significant aspect of women in leadership positions, and because of that, the study recommends that organisations such as the CoJMM should encourage leadership sessions where leaders can learn from each other. This can be achieved through a session where leaders come together to share their different EI strategies, which they use in their respective units within the organisation. The sessions could be made compulsory for all men and women in leadership positions. Future research could be conducted on the relationship between EI in women leaders and their psychological well-being by exploring the level-headed application of EI in the workplace through observing the participants.

The findings have shown that it is significant for women who are in leadership positions to have a good relationship with their subordinates. This study recommends that women in leadership positions support, respect and care for the subordinates they are leading. The interview results have shown that people face various challenges in their lives; hence, it is significant for leaders to show empathy towards their subordinates.