Balancing Artificial Intelligence and Emotional Intelligence in Modern Personnel Management

Piotr Mrzygłód, Maciej Frasunkiewicz, Michał Ćwiąkała, Dariusz Baran, Ernest Górka, Jan Piwnik, Artur Frach, Jarosław Chmiel, Marcin Agaciński and Izabella Kęsy

EconStor Open Access Articles and Book Chapters, 2026, vol. 29, issue 1, 619-628

Abstract: Purpose: This paper examines the role of emotional intelligence in personnel management in the context of the growing use of artificial intelligence in contemporary organizations. The study aims to analyze how AI-supported management systems influence leadership practices and employee relations. It also assesses whether emotional intelligence remains a key managerial competence in AI-driven work environments. Design/methodology/approach: The study adopts a conceptual research approach based on a critical review of literature related to emotional intelligence, leadership, and artificial intelligence in human resource management. The analysis integrates perspectives from organizational behavior and management studies. The objective is to explore the complementary roles of AI technologies and emotionally intelligent leadership in personnel management. Findings: The findings indicate that despite the increasing role of AI in HR processes and decision-making systems, emotional intelligence remains essential for effective leadership. AI technologies enhance analytical capabilities and operational efficiency but cannot replicate empathy, trust-building, and interpersonal understanding. The results suggest that the most effective management approach combines AI-based tools with emotionally intelligent leadership practices. Research limitations/implications: The study is conceptual and based primarily on literature analysis rather than empirical data. Future research could include empirical studies examining how AI-supported management systems influence leadership effectiveness and employee engagement. Comparative studies across industries may provide deeper insights into the interaction between technological systems and human competencies. Practical recommendations: Organizations implementing AI in HR management should recognize the continuing importance of emotional intelligence in leadership. Managers should develop both digital competencies and interpersonal skills to balance technological efficiency with human-centered leadership. Leadership development programs should therefore integrate training in emotional intelligence and digital management competencies.

Keywords: Artificial Intelligence; emotional intelligence; human resource management; leadership; organizational behavior (search for similar items in EconPapers)
JEL-codes: J24 M12 M54 O33 (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:zbw:espost:339724

DOI: 10.35808/ersj/4335

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