Emotional intelligence: A leadership tradition rediscovered
(pic: Bloomberg)
LETTER TO THE EDITOR
Appeared in online edition of TMR on 8th January 2026 – click to go to TMR online article.
EMOTIONAL intelligence has become a familiar concept in leadership and organisational development. Ideas such as emotional regulation, self-motivation and self-awareness are now widely regarded as essential capabilities for effective leadership.
Yet this language is relatively recent. When I began working in the 1980s, emotional intelligence had not yet entered leadership vocabulary. It gained prominence in the 1990s and became mainstream in the 2000s.
As these ideas developed, I found much to appreciate in modern psychology. It helped leaders recognise the role emotions play in judgement, relationships and performance. At the same time, I sensed that a deeper foundation already existed, waiting to be rediscovered rather than newly invented.
That clarity emerged through the work of Muhammad Javed, whose exploration of emotional intelligence through the Prophetic tradition offered coherence and depth.
His work demonstrates that principles now associated with emotional intelligence were already embedded in Islamic teachings, especially in the practice of Prophet Muhammad (PBUH) long before they were labelled as such.
This rediscovery carries important implications for leadership today.
Emotional Regulation as Moral Alignment
One of the central elements of emotional intelligence is emotional regulation. In leadership settings, this involves managing reactions, maintaining composure and responding with deliberation, especially under pressure.
Within the Prophetic tradition, emotional regulation is understood as alignment with a moral and spiritual framework that is already established.
The Quran and the Sunnah (“habit,” “tradition” or “path,” referring to the way of life, teachings, actions and approvals of Prophet Muhammad) provide guidance on how emotions are to be recognised, disciplined and expressed.
Anger, fear, hope and desire are acknowledged as part of human experience and leaders are taught how to direct them with wisdom.
This perspective brings clarity to leadership practice. Regulation becomes an act of returning to values that are clearly defined rather than searching endlessly for new behavioural formulas. Leaders are guided by a stable reference point that anchors their responses during moments of stress or uncertainty.
In organisational life, such anchoring produces steadiness. Leaders who regulate emotions through values and faith offer consistency, especially when teams face volatility and change.
Self-Motivation and the Long Horizon
Self-motivation is another widely discussed dimension of emotional intelligence. It is often framed in terms of drive, ambition and goal pursuit. While these remain relevant, Muhammad Javed’s work points toward a deeper source of motivation rooted in long-term meaning.
In the Islamic worldview, human purpose is clearly articulated. We are on this earth in worship (ibadah) of Allah SWT and to strive (jihad), through effort (juhuud, with ikhtiar [endeavor and initiative, towards virtue] and ihsan [excellence]) and conduct (akhlaq and adab), for the ultimate success in the Hereafter (Akhirah). Leadership, therefore, becomes part of a larger moral journey rather than a personal achievement project.
This orientation shapes how leaders relate to time, sacrifice and outcomes. Effort is invested with intention(niyyah). Patience (sabr) becomes purposeful. Striving is sustained even when immediate rewards are absent.
Paradise (jannah), not instant gratification, becomes the eternal horizon.
For leaders, this perspective nurtures endurance. It encourages decisions that prioritise integrity, responsibility and service over short-term gains. Organisations led by individuals with this orientation often develop cultures that value trust, consistency and sustainability.
Long-term motivation rooted in faith strengthens leadership resilience and helps leaders remain steady during prolonged challenges.
Purification of the Heart and Leadership Character
A third dimension emphasised in Muhammad Javed’s work is purification (tazkiyah) of the heart. This process addresses the inner condition from which behaviour flows. It involves refining intention, recognising ego-driven impulses (nafs) and cultivating sincerity (ikhlas).
Leadership effectiveness is inseparable from character. Trust is shaped not only by decisions, but by the perceived integrity of the person making them. When leaders invest in inner purification, their influence extends beyond formal authority.
Purification of the heart (tazkiyah al qalb) requires ongoing self-examination (muhasabah). Leaders learn to notice subtle patterns of diseases of the heart such as pride (kibr), ostentation (riyyak) or self-amazement (ujub).
Awareness of these tendencies allows correction before they affect judgement or relationships.
In organisations, leaders who engage in this inner work foster environments where humility and accountability coexist. Teams feel safer, dialogue improves and alignment deepens around shared purpose.
Integrating Faith, Contemporary Leadership
What makes this approach compelling is its integrative nature. Emotional intelligence is understood through a framework that provides moral clarity and spiritual grounding. Contemporary leadership tools and techniques remain useful and their impact deepens when connected to enduring values.
For leaders navigating complex environments, this integration offers coherence. It helps align emotional discipline, motivation and character development with responsibility to people, organisations, customers, stakeholders and ultimately to Allah SWT.
This perspective also addresses a growing leadership challenge: Maintaining inner clarity while managing external complexity. When leadership development attends to the heart, decisions become steadier and authority carries greater moral weight.
Leadership as a Lifelong Striving
Engaging with this body of work has been personally meaningful for me. It reaffirmed that developing emotional intelligence is a lifelong striving rather than a completed task. Growth requires effort, reflection and perseverance.
Leadership development often emphasises skills and competencies. The Prophetic tradition reminds us that leadership is equally about becoming a person of sound heart, disciplined emotions and sincere intention.
For leaders seeking both effectiveness and meaning, this rediscovery offers a powerful foundation. It reconnects contemporary leadership challenges with wisdom that has guided human conduct for centuries.
As organisations face uncertainty and change, leaders anchored in emotional clarity, long-term purpose and inner purification are better equipped to guide others with trust and steadiness, while remaining conscious of their ultimate purpose: To worship Allah and to strive toward success in the Hereafter.
Hasannudin Saidin, CEO Coach, Rubah Associates
