Why emotional intelligence is integral to 21st-century government leadership
Emotional intelligence, a term coined more than three decades ago, is a relatively new point of emphasis in the 21st-century workplace.
However, it is the bedrock of a strong government workforce.
Our Public Service Leadership Model defines emotional intelligence, or EI, as the ability to recognize your emotions and those of others—and to use this information to manage behavior.
In government, emotional intelligence is the most crucial skill to possess when acting as a steward of public trust and committing to public good, two core values required to meet the unique challenge of leading in the public service space.
That’s why programs offered by the Partnership for Public Service’s Public Service Leadership Institute® emphasize emotional intelligence as a critical leadership skill for public service leaders.
Like most skills, EI can be honed over time with practice. Doing so requires public service leaders to demonstrate self-awareness and build and manage relationships effectively.
Both of these skills are critical to working in the government’s post-pandemic, remote/hybrid work environment. Today, government leaders have fewer opportunities to build connections across teams in casual, unstructured settings. In a tumultuous political climate, they also need to keep their fingers on the pulse of their workforce and instill confidence in their team by offering a clear path forward.
At the same time, technological innovation is changing the very nature of government work, and there is every reason to believe the workplace will look a lot different in the coming years as things continue to evolve.
These challenges make intentional communication and team building paramount. Technical skills pale in comparison to emotional intelligence when fostering the interpersonal relationships needed to navigate these shifts, as well as the tensions and stress that often accompany a presidential election and the turnover in political leadership at the beginning of a new administration.
However, promoting and prioritizing emotional intelligence will remain critical far past November. Leaders who develop this skill will better understand personal and organization-wide feelings and needs, which fosters inclusion, accessibility, employee satisfaction, and, ultimately, better outcomes for the public.
Leaders should thus promote and prioritize emotional intelligence in the government workplace. EI can help leaders navigate disruptions to their workforce, meet people where they are and motivate public service employees to stay locked in on the critical task of upholding the public trust and serving the public good.
Explore our Public Service Leadership Institute® resources and training opportunities.
