The global workplace is changing fast. By 2025, Generation Z will account for approximately 30 per cent of the world’s workforce. Research shows that this generation prioritises mutually respectful and positive work relationships over rewards from a traditional trek up the corporate career ladder. Old school ideologies are no longer du jour – navy pinstriped suits and stiff upper lip are out; dress-down, flexible working and empathetic managers are in.
So what does this mean for the future of corporate leadership? Is there a magic IQ (Intelligence Quotient)/EQ (Emotional Quotient) ratio that transforms traditional leaders into the self-aware, emotionally rounded individuals that this generation needs in order to succeed? And does gender have a role to play in this debate?
In the late 90s, an article by the psychologist, Daniel Goleman, on the importance of emotional intelligence in leadership was published in the Harvard Business Review. In his article, Goleman stated “The most effective leaders are all alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but…they are the entry-level requirements for executive positions.”
Since its publication, global workplace surveys continue to confirm that the most effective leaders are the ones who create environments where people genuinely feel valued and accordingly want to contribute. These leaders share a common trait which is high EQ.
Arguably, there are certain sectors where a high EQ is considered to be less critical than a high IQ, particularly to clients at least – tax advisory springs to mind as one. However, after a career spanning a quarter of a decade at international law firms, starting as a fresh faced trainee and battling my way up through the echelons to equity partner, I can honestly say that management high EQ was not my cheerleader to ascend the corporate rungs. In the 90s/noughties, high IQ was a necessity; EQ was a nice to have but best not mentioned.
Having a high IQ is generally considered to be indicative of superior critical thinking and cognitive abilities, both of which are undoubtedly valuable leadership qualities but they are in reality a minority contributor to success. Dealing successfully and meaningfully with colleagues and clients demands leaders who are self-aware, empathetic, capable of regulating their actions, managing stress and building trust across all levels. Leaders who strike the right combination of high IQ and EQ promote healthier working relationships which in turn results in strong team dynamics, improvement in performance and higher retention rates.
Having chosen to move away from a traditional corporate model, I have gone on to build a successful independent business with my co-founder, Vanessa Abernethy, which prides itself on empathetic, constructive and honest relationships with our consultants and clients. After decades of operating at a senior legal corporate level, we have both learnt that dealing successfully with colleagues and clients across diverse jurisdictions and cultures requires the ability to listen objectively, understand, communicate effectively and apply our experience as lawyers, mentors, managers and advisors to each situation in order to foster trusted longstanding relationships and grow a successful, well-balanced business.
In professional services, trust and expertise define success. Clients choose to work with people who understand their challenges, communicate openly, and inspire confidence. The best leaders create a culture of collaboration over competition, ensuring that teams and clients feel valued and empowered. Leadership is not about hierarchy; it is about creating an environment where ideas thrive, accountability is embraced and decisions are made with clarity and integrity.
EQ, Gender, and Leadership
It would be neglectful to discuss the impact of EQ on leadership without making reference to gender stereotyping. It is generally asserted that women make better leaders than men due to their innate ability to lead with empathy, adaptability and authenticity. During my career, I have witnessed first-hand how essential these qualities are in fostering trust, collaboration and career progression in the workplace particularly amongst young lawyers, and I have strived to deliver these qualities to my many mentees over the years.
As have many of my male colleagues over the years. One cannot ignore that there are still far fewer women than men in top-tier law firm management, a statistic that might contradict that women are naturally better leaders than men. From my experience as a leader and a mentor, however, this imbalance has its roots in factors that lie outside EQ and positioning certain traits as inherently masculine or feminine is an outdated narrative which is not helpful in the strive for better leadership in the global workplace.
International Women’s Day is a reminder that great leadership is about impact, not gender. The blueprint for successful leadership lies in building strong relationships, making informed decisions and fostering an environment of trust and respect where colleagues and clients thrive. Emotional intelligence is no longer a ‘soft skill’ – it is a defining trait of modern leadership which current and future generations deservedly demand.
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