To Lead Gen Zers, Emotional Intelligence Matters More Than Ever

Daniel Goleman is author of the international best-seller Emotional Intelligence and Optimal: How to Sustain Personal and Organizational Excellence Every Day. He is a regular contributor to Korn Ferry. 

As graduation season comes to a close, a sobering statistic has emerged: confidence among entry-level employees has dropped to a record low of almost 44%. In a tight labor market, many new graduates are struggling to find their footing on the career ladder, with economic anxiety higher than it has been in years.

A growing number of younger employees are rethinking what work looks like altogether. According to a recent survey by Resume Builder, two out of five Gen Zers are pursuing blue-collar roles– including 37% of those with bachelor’s degrees. These jobs, which require both cognitive and physical skill, are seen as stable, practical, and increasingly desirable. Some of this appeal is cultural as trades are being showcased on social media as fulfilling, high-paying alternatives to traditional corporate careers, and as pathways to reducing both student debt and the risk of being replaced by AI.

But the shift also reflects something deeper. Many Gen Zers are not finding what they need in corporate environments. While pay, flexibility, and opportunity matter to them, they're also looking for leaders that understand the broader context they’re navigating.

According to a recent global survey, Gen Z reports the lowest levels of mental and social well-being of any generation. Not only are they entering the workforce during a time of significant uncertainty, but they have come of age in an era of upheaval encompassing the COVID-19 pandemic, rising inflation, climate disruption, and geopolitical conflict. Over half say that at least one basic social need, such as belonging or recognition, is not being met.

At the same time, this generation is bringing new expectations to work. Many value authenticity, transparency, and inclusiveness in the organizations they choose to join. They are more likely to speak openly about mental health, and more likely to disengage when they don’t feel seen or supported.

Emotional intelligence (EI)—defined as the ability to recognize, understand, and manage one’s own emotions and those of others—equips leaders to meet these needs. Leaders with high emotional intelligence are more likely to:

• recognize early signs of disengagement or burnout;
• respond with empathy and clarity when addressing performance issues;
  
• rreate psychologically safe environments where people feel comfortable sharing concerns; and
  
• build trust across generational and cultural lines.
  

For Gen Z, these leadership behaviors are not optional. They are fundamental to staying engaged.

Leaders who take the time to listen, show understanding, and offer support—while still holding clear expectations—are far more likely to retain Gen Z talent. It’s not about lowering standards; it’s about ensuring that people have the relational support they need to meet them.

It’s also worth noting that Gen Zers are pragmatic. They care about impact, not slogans. They are looking for real alignment between an organization’s values and its practices. They want to understand how their role connects to a broader purpose and they are paying close attention to how leaders show up—not just in big moments, but in everyday interactions.

In this context, emotionally intelligent leadership is not only an asset, but also a strategic necessity.

This means that if companies are going to draw young workers into their organizations, they will need to develop their leaders accordingly: by focusing on feedback, training, and the intentional reflection it takes to strengthen the core competencies of self-awareness, self-regulation, motivation, empathy, and inspirational leadership.

While Gen Zers bring unique challenges to the workplace, they also bring significant potential. They are creative, informed, and mission-driven: qualities that—with the right leadership approach—can help organizations excel.

The question is not whether Gen Z will adapt to today’s workplaces, but whether today’s workplaces are willing to adapt to Gen Z.

For leaders, that begins with doing the work to develop their own EI. 

Co-written by Elizabeth Solomon

Click here to learn more about Daniel Goleman's Building Blocks of Emotional Intelligence.