Do our political leaders have emotional intelligence?
Leadership isn't just about strategy or slogans—it's about understanding people. But in Bangladesh’s political arena, emotional intelligence is the missing skill that could turn discontent into development
In today's fast-changing, high-stakes political landscape, emotional intelligence (EI) is no longer a soft skill—it's a leadership essential. Defined by psychologist Daniel Goleman, emotional intelligence includes self-awareness, self-regulation, empathy, motivation, and social skills.
These traits often distinguish effective leaders from those who merely occupy positions of power. So, what about our political leaders? Do they demonstrate emotional intelligence?
Let's start with a simple observation.
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In a nation often shaken by tension—be it political, economic, or social—leadership with high emotional intelligence could be the bridge between discontent and development. However, reality often falls short of this potential: we witness aggression over empathy, blame games over reflection and divisiveness over dialogue.
The missing self-awareness
At the core of emotional intelligence lies self-awareness—an honest understanding of one's strengths, weaknesses, and impact on others. Yet, how many of our leaders truly reflect on their actions or admit fault? This lack of introspection is a significant gap in our leadership.
From inflammatory remarks and character assassinations to impulsive decisions, many politicians appear to operate on instinct rather than reflection. Public apologies are rare, and accountability even rarer. Press briefings become performance stages rather than moments of responsible communication.
A leader with emotional intelligence would say, "We could've done better, and here's how we plan to improve." Instead, we often hear, "It's the other side's fault."
This lack of self-awareness erodes public trust and fosters a culture where power takes precedence over progress.
Emotional manipulation is not emotional intelligence
From "Shojon haranor bedona" (The grief of losing dear ones) to "Banglar manush gonotontro chaye" (People of Bangladesh want democracy)—our political narratives are often built not on empathy but on emotional manipulation. These phrases may sound profound, but they usually ring hollow.
They are recited like chants, repeated at rallies and media briefings, not to connect with the people but to control public sentiment.
All political parties seem to follow the same script—ride on public emotion to gain power, then conveniently forget the very people they claimed to speak for. These aren't expressions of empathy. They're often just tactics—manufactured outrage, choreographed grief, and vague promises that appeal to pain but offer no healing.
True emotional intelligence is not about evoking tears; it's about understanding and responding to emotions. It's about earning trust.
Empathy is in short supply
In a nation where the majority still struggle with inflation, healthcare access, and job insecurity, we rarely see leaders demonstrating a genuine understanding of that struggle. Yes, some visit disaster zones or stand beside victims' families—but often as photo ops rather than heartfelt gestures.
Empathy is not just about showing up; it's about being present. It's about listening, acknowledging, and acting based on the needs of the people, not just during election cycles but every day.
When was the last time a leader paused to ask, "Tell me how this policy has affected your life"? I don't remember any.
Reactive over reflective
Emotional intelligence requires self-regulation—managing one's emotions rather than being controlled by them. But how often do we see public officials engage in shouting matches, sarcastic jabs, or social media spats that resemble schoolyard fights more than statecraft?
A leader who cannot regulate their emotions sets a dangerous precedent. If conflict resolution involves retaliation instead of reason, how do we expect citizens to behave any better?
Public service or self-service?
Leaders with emotional intelligence are driven by purpose, not position. They desire to create meaningful change, not just to stay in power. However, in our context, motivation often appears transactional, characterised by a focus on power preservation, personal gain, or partisan loyalty.
Where is the long-term vision? Where is the willingness to rise above petty politics and say, "Let's work across the aisle for the greater good"?
We need leaders who are not just motivated by staying in office, but by leaving a legacy.
The social skills gap
Parliamentary debates have always resulted in opposition walkouts. Cross-party collaborations are nearly extinct. Social media, instead of being a tool for engagement, becomes a battlefield of insults.
Emotional intelligence doesn't mean agreement—it means respect, collaboration, and maturity.
Final thoughts
Bangladesh stands at a crossroads. As we strive for economic growth, climate resilience, and social equity, we must ask not only what kind of leadership we have but also how it leads.
A leader with emotional intelligence listens before speaking, unites rather than divides, and builds rather than blames. It's time we stopped glorifying loud voices and started valuing wise minds.
If we truly want a future of inclusive growth and national dignity, we must demand—and develop—leaders who are not only politically savvy but also emotionally intelligent.
Shafiq R Bhuiyan is a storyteller who examines the intersection of social progress, effective communication, cultural development, and corporate social responsibility while sharing insights to inspire change.
Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.
