72% of young workers rank emotional intelligence as the most important skill for manager, according to a study by LégiSocial and TodoSkills. This figure illustrates a major paradigm shift, accelerated by the Covid crisis and driven by the expectations of Generation Z, who are redefining the employment contract. Management is more and more about an ability to handle human relationships. How can companies meet this expectation, and what are the concrete benefits and potential risks?   

From trust to performance

Emotional intelligence, popularized by Daniel Goleman, is the ability to recognize, understand, and control your own emotions, while perceiving those of others in order to interact with them effectively. We are witnessing a shift in the role of the manager from “orchestra conductor”, whose vertical authority was sufficient to lead, to “coach”, whose approach is more horizontal. This development comes in response to a new relationship with work. Having seen their exhausted parents wear themselves out, younger generations are no longer looking for just a job, but for consistency between personal development and professional integrity. 

Emotional intelligence isn’t an abstract idea; it has a measurable impact on performance. According to Capgemini Research Institute, 83% of organizations believe that emotional intelligence will play a crucial role in their future success, and those that invest in these skills see their performance improve by more than 20%. Teams driven by leaders who demonstrate emotional discernment, lucidity and empathy therefore see their productivity increase. Their employees are also less likely to leave the company. By promoting a climate of trust and psychological stability, emotional intelligence therefore becomes a direct lever for performance. 

What can businesses do?

To attract and retain the next generation of talent, it is crucial to integrate emotional intelligence into management practices that respond to their quest for meaning and healthy working relationships. But how can it be implemented in real organizational settings?  

Rather than relying on generic training, managers should be equipped to handle the situations that matter most to young people: giving constructive, regular feedback instead of just an annual review; leading open conversations about well-being; and managing a team while keeping a close eye on cohesion. 

It is also crucial to rethink recruitment and promotion. Emotional intelligence must become as important a selection criterion as technical skills for accessing a management position. Using interviews to assess empathy, stress management or communication skills is the first place to start. 

Finally, and because young workers expect transparency and a listening ear, it’s important to keep the lines of communication open. This can be done through initiatives such as “reverse mentoring”, where a young employee shares their vision of management with someone in a more senior role. It’s a powerful way to raise concrete expectations and deconstruct traditional leadership patterns. 

Is it a double-edged sword?

While emotional intelligence is a key skill, its implementation should not rest solely on the shoulders of managers. The main risk would be leaving them to face this new responsibility alone. Excessive empathy, without support or structure, can lead to emotional overload and exhaustion. And a manager should never morph into a therapist. 

This individual issue actually highlights a collective responsibility. If this more humane management style is to be sustainable, it must be part of a global approach supported by the entire company. The workplace culture must evolve to support this position, and well-being should be everyone’s business.