August 28, 2025
In today’s rapidly evolving leadership landscape, the leader’s ability to build relationships and bridges of connection with different populations in the workplace and beyond is vital to the sustained success of any organization. Choice is the #1 capacity of Leadership, a vertical skill that develops and evolves to address the context or times a leader practices their craft. This choice requires action . Leadership expert John Maxwell often notes that “Leadership is not a position (a noun), but rather an action (a verb) based on action. “As John Maxwell aptly puts it, “Leadership is not about titles, positions, or flowcharts. It is about one life influencing another. That action starts with a choice. The ability to effectively manage relationships—known as social management is a defining pillar of emotional intelligence. As organizations, teams, and communities navigate constant change, leaders are called to go beyond individual awarenesstobuild relationships across the organizations aereas or departments and networks outside the organization in the marketplace and community The leader who chooses to act in social management builds relationships and connections that shape organizational culture and outside environments so that trust, collaboration, and mutual respect can flourish. A leader’s intentional practice of social management has effectively developed self-awareness and self-management, enabling them to be socially aware and build relationships and connections. Social management is a product of a leader’s hard work in practicing emotional intelligence in their leadership practice.
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This Thursday’s Leadership Insight is the fourth and final article of a series on leading in the context of emotional intelligence. The final pillar of emotional intelligence, social management, will be defined and described. This will be followed by an explanation of why it matters today in leadership, as well as an overview of its impact and practices, including descriptions of social management practices in leadership. Finally, the research-based benefits of acting in social management/emotional intelligence will close this series.
“Leadership is not about titles, positions, or flowcharts. It is about one life influencing another. That action starts with a choice.”
John Maxwell
What is social What is social management, and what does it look like?
Social management arises from the broader emotional intelligence framework. A leader striving to be self-aware, self-managed, and socially aware can effectively understand, navigate, and positively influence relationships and group dynamics. It encompasses skills such as:
o Building strong communication and coaching capacities in their relationships
o Developing and practicing empathy, accommodating diverse needs and perspectives, or supporting colleagues through challenges.
o Building trust and rapport
o Navigating social complexities
o Managing conflict constructively
o Facilitating teamwork and collaboration
o Build networks of relationships and connections outside the organization in the marketplace and community.
Daniel Goleman, a pioneer in emotional intelligence, describes social management as handling relationships smoothly and using empathy to inform action. This requires not just awareness of emotions but the ability to regulate responses and apply emotional insights for the collective good. This pillar is made possible by the development and practice of the other three pillars of emotional intelligence.
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Why Social Management Matters for Today’s Leaders
The workplace, now more than ever, is shaped by hybrid teams, remote collaboration, and diverse perspectives. External pressures, including political, economic, and social factors, compound this. In this challenging, uncertain context, followers look to their leaders for connection, direction, assurance, or simply clarity. When Alan Mullahly became CEO of Ford, as it was on the verge of financial collapse, he built networks of support inside the organization and outside the community in financial markets, factories, and boardrooms. He often provided a calm, easy-going (yet very focused) approach, reminding everyone, “It will be alright.”Ford rallied and became a major world industry today. The same can be said of Abraham Lincoln’s demeanor during the Civil War and Franklin Delano Roosevelt’s fatherly approach on the radio during the Great Depression and World War II.
Social management equips leaders to:
Enhance Communication: Leaders with high social management tailor their communication to meet team members where they are, resulting in more meaningful connections.
Foster Trust and Psychological Safety: By creating an environment where everyone feels recognized and valued, leaders enable teams to take risks and innovate without fear of judgment.
Navigate Change: The turbulence of technological shifts, evolving markets, and social expectations demands emotionally agile leaders who can manage uncertainty and maintain team cohesion.
Champion Inclusion and Well-being: leaders with high emotional intelligence respect differences, advocate for mental health, and ensure all are seen and their voices are heard, contributing to improved engagement and organizational resilience.
Develop a network of influence in their market and community. Jeff Henderson in For describes this action as doing good and notes, “Doing good is good business.” What does this look like in management?
Social management arises from the broader emotional intelligence framework. A leader striving to be self-aware, self-managed, and socially aware can effectively understand, navigate, and positively influence relationships and group dynamics. It encompasses skills such as:
o Building strong communication and coaching capacities in their relationships
o Developing and practicing empathy, accommodating diverse needs and perspectives, or supporting colleagues through challenges.
o Building trust and rapport
o Navigating social complexities
o Managing conflict constructively
o Facilitating teamwork and collaboration
o Build networks of relationships and connections outside the organization in the marketplace and community.
Daniel Goleman, a pioneer in emotional intelligence, describes social management as handling relationships smoothly and using empathy to inform action. This requires not just awareness of emotions but the ability to regulate responses and apply emotional insights for the collective good. This pillar is made possible by the development and practice of the other three pillars of emotional intelligence.
Article content
Why Social Management Matters for Today’s Leaders?
The workplace, now more than ever, is shaped by hybrid teams, remote collaboration, and diverse perspectives. External pressures, including political, economic, and social factors, compound this. In this challenging, uncertain context, followers look to their leaders for connection, direction, assurance, or simply clarity. When Alan Mullahly became CEO of Ford, as it was on the verge of financial collapse, he built networks of support inside the organization and outside the community in financial markets, factories, and boardrooms. He often provided a calm, easy-going (yet very focused) approach, reminding everyone, “It will be alright.”Ford rallied and became a major world industry today. The same can be said of Abraham Lincoln’s demeanor during the Civil War and Franklin Delano Roosevelt’s fatherly approach on the radio during the Great Depression and World War II.
Social management equips leaders to:
Enhance Communication: Leaders with high social management tailor their communication to meet team members where they are, resulting in more meaningful connections.
Foster Trust and Psychological Safety: By creating an environment where everyone feels recognized and valued, leaders enable teams to take risks and innovate without fear of judgment.
Navigate Change: The turbulence of technological shifts, evolving markets, and social expectations demands emotionally agile leaders who can manage uncertainty and maintain team cohesion.
Champion Inclusion and Well-being: leaders with high emotional intelligence respect differences, advocate for mental health, and ensure all are seen and their voices are heard, contributing to improved engagement and organizational resilience.
Develop a network of influence in their market and community. Jeff Henderson in For describes this action as doing good and notes, “doing good is good business.”
Research has demonstrated that the investment in emotional intelligence training, mentoring, or coaching does yield verifiable results. A Feb 2025 article by Lumentia, “12 Benefits of Emotional Intelligence in the Workplace”, notes that the model of high emotional intelligence in Leadership sets the tone for the entire organization and notes the following benefits :
Improved Communication and Collaboration: Teams led by emotionally intelligent leaders experience fewer misunderstandings and more productive dialogue.
Increased Engagement and Retention: A culture of trust and recognition, fostered by strong social management, reduces turnover and increases job satisfaction.
Higher Productivity and Innovation: Psychological safety and effective feedback loops empower teams to innovate and solve problems collaboratively.
Stronger Well-being and Reduced Stress: Leaders who are attentive to social cues and well-being can buffer stress and create healthier, more supportive workplaces.
Sustained Organizational Performance: Organizations prioritizing emotional intelligence are more adaptive, achieve better financial outcomes, and demonstrate resilience in the face of adversity.
Social management is more than a leadership tactic or “hot” professional development topic. Social management, as the final pillar of emotional intelligence, is a critical leadership capacity that defines the emotional climate of teams and organizations. Building and leveraging emotional intelligence capacity is a proven driver of organizational performance, bolstering employee well-being, innovation, and long-term business growth in today’s complex, uncertain, and dynamic workplace landscape. By nurturing relationships with empathy and intent, leaders shape environments where people, organizations, and the larger community can thrive in the context of our times.
The leadership questions for you then are
Which one or two pillars of emotional intelligence require your attention and focus in today’s times?
Do you intentionally practice emotional intelligence in your leadership?