Official websites use. Share sensitive information only on official, secure websites. Emotional intelligence EI has been widely researched in different fields of knowledge. This paper reviews the literature on emotional intelligence, leadership, and teams in peer-reviewed articles and reviews provided by the Web of Science and Scopus databases from to It is a hybrid or mixed review as it uses both quantitative and qualitative analysis techniques.
The aims of this study are a performance analysis of the selected documents years of publication, country, sectors, techniques used, most cited authors, authors with more publications, journals, journal quartiles, and scope of publication , as well as a co-word analysis using Atlas. The results of the quantitative analysis indicate that the majority are empirical works. The qualitative analysis is a co-word analysis providing the following results: i classification of authors by major themes-categories EI, leadership, team , ii classification of themes within each major theme: three subcategories in EI, 17 subcategories in leadership, and 19 subcategories in team and, lastly, iii classification according to the chronological development of main objectives from the most cited authors' articles we analyzed.
Leadership transformational, emergence, virtual, effective, health, effectiveness is the major theme we studied. Our in-depth review of the articles has shown that emotionally intelligent leaders improve both behaviors and business results and have an impact on work team performance. Emotional intelligence EI involves understanding others in a social context in such a way that it enables one to detect nuances in emotional reactions and use this knowledge to influence others by controlling and regulating emotions [ 1 ].
It is therefore a crucial element of the competencies that are necessary for effective leadership and teamwork performance. Although the intelligence quotient is considered to be one of the most significant predictors of future success in life, the need for effective leadership has led researchers and scholars to seek other improvement tools.
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Studies such as those conducted by Goleman [ 2 ] on competency assessments show that emotional competencies account for two out of three essential skills for effective performance in a wide array of different job positions in companies around the world.
