Emotional intelligence in leadership: People-centered practices and cultural transformation. The case of Microsoft strategy

Vollständiger Abstract

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Research on emotional intelligence (EI) and leadership has expanded considerably in recent years. However, limited attention has been given to how emotionally intelligent leadership may shape people-centered organizational cultures and adaptive workplace practices (Goleman, 1998; López-Cabarcos et al., 2019). This study examines how EI-informed leadership may contribute to cultural transformation, employee engagement, and organizational adaptability within contemporary organizations. The paper focuses on Microsoft under the leadership of Satya Nadella, whose approach has been associated with empathy, collaboration, and continuous learning. The study adopts a qualitative single-case study methodology based exclusively on secondary data sources, including corporate reports, leadership communications, and industry analyses. The findings suggest that emotionally intelligent leadership may support the development of psychologically safe and learning-oriented environments that may facilitate knowledge sharing, employee adaptability, and organizational alignment. The study concludes that EI can operate not only as an individual leadership competency, but also as a broader organizational mechanism influencing culture and people-centered management practices. The paper contributes to the literature by providing an interpretive framework linking EI, leadership, and organizational cultural transformation in dynamic business environments.