Co esponding au ho : F anz Ro hschadl
Copy igh © 2025 Au ho (s) e ain he copy igh o his a icle. This a icle is published unde he e ms o he C ea i e Commons A ibu ion Liscense 4.0.
Gene a ional di e ences in emo ional in elligence in global human esou ce
managemen
F anz Ro hschadl *
Depa men o Human Resou ces, Selinus Uni e si y o Sciences and Li e a u e, Business School, Ragusa, Sicily, I aly.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(01), 3858-3868
Publica ion his o y: Recei ed on 21 Ma ch 2025; e ised on 26 Ap il 2025; accep ed on 29 Ap il 2025
A icle DOI: h ps://doi.o g/10.30574/wja .2025.26.1.1541
Abs ac
In oday's mul igene a ional wo k o ce, Emo ional In elligence (EI) has eme ged as a pi o al compe ency in luencing
collabo a ion, leade ship, and o e all o ganiza ional e ec i eness. This pape explo es how di e en gene a ions—
Baby Boome s, Gene a ion X, Millennials, and Gene a ion Z—unde s and, apply, and de elop EI wi hin p o essional
en i onmen s. D awing om psychological heo ies, o ganiza ional beha io s udies, and con empo a y esea ch, his
s udy highligh s ha EI is no a s a ic ai bu a gene a ionally in luenced skill se shaped by upb inging, cul u al ends,
and echnological in eg a ion.
Baby Boome s o en demons a e emo ional egula ion and esilience, aluing s uc u e and hie a chy, while
Gene a ion Z ends o a o openness, inclusi i y, and emo ional exp ession. These gene a ional dis inc ions a ec how
indi iduals engage wi h colleagues, manage s ess, lead eams, and adap o change.
Unde s anding hese in e gene a ional di e ences is essen ial o o ganiza ions seeking o os e emo ional in elligence
ac oss all le els. As hyb id wo k models, global eams, and di e si y ini ia i es become s anda d, aligning HR p ac ices
and leade ship de elopmen wi h gene a ional EI p o iles becomes a s a egic and human necessi y.
This s udy p o ides a ounda ion o u u e esea ch on age-based emo ional dynamics in leade ship, emo e wo k, and
in e cul u al eam managemen in he e ol ing global wo kplace.
Keywo ds: Emo ional In elligence (EI); Mul igene a ional Wo k o ce; Gene a ional Di e ences; Leade ship
De elopmen ; O ganiza ional E ec i eness; Hyb id Wo k Models
1. In oduc ion
In he apidly e ol ing landscape o he global wo kplace, he abili y o unde s and and manage emo ions, bo h one’s
own and hose o o he s, has become a c i ical de e minan o p o essional success. Emo ional In elligence (EI), once
conside ed a “so skill,” is now widely ecognized as a co e compe ency in luencing leade ship e ec i eness, eam
dynamics, communica ion, and employee well-being. While EI is gene ally ea ed as a uni e sal ai , ecen esea ch
sugges s ha i s exp ession and applica ion a y signi ican ly ac oss gene a ions.
The mode n wo k o ce is composed o a leas ou dis inc gene a ional coho s: Baby Boome s, Gene a ion X,
Millennials, and Gene a ion Z. Each o hese g oups has been shaped by unique socio-economic, echnological, and
cul u al ac o s ha in luence how hey pe cei e and exp ess emo ions in he wo kplace. Fo ins ance, Baby Boome s
may emphasize emo ional con ol and loyal y, while Gene a ion Z ends o a o openness, inclusi i y, and emo ional
exp ession. These gene a ional dis inc ions a ec how indi iduals engage wi h colleagues, manage s ess, lead eams,
and adap o change.
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Unde s anding hese in e gene a ional di e ences is essen ial o o ganiza ions seeking o os e EI ac oss all le els. As
hyb id wo k models, global eams, and di e si y ini ia i es become s anda d, aligning HR p ac ices and leade ship
de elopmen wi h gene a ional EI p o iles becomes a s a egic and human necessi y.
This pape in es iga es how each gene a ion app oaches emo ional in elligence, he implica ions o wo kplace
e ec i eness, and s a egies o b idge gene a ional gaps o mo e emo ionally in elligen o ganiza ions.
Fo an illus a i e example o gene a ional Emo ional In elligence s yles applied o a nego ia ion con ex , see he
ic ional dialogue in 4.5.
2. Theo e ical F amewo k
2.1. Emo ional In elligence: Concep and Dimensions
EI has e ol ed in o a i al amewo k o unde s anding in e pe sonal dynamics, pa icula ly in o ganiza ional con ex s.
Salo ey and Maye (1990) i s de ined EI as he abili y o moni o one’s own and o he s’ eelings, o disc imina e among
hem, and o use his in o ma ion o guide hinking and ac ion. Goleman (1995) la e expanded on his, p oposing i e
key componen s: sel -awa eness, sel - egula ion, mo i a ion, empa hy, and social skills. These dimensions a e widely
accep ed as ounda ional o e ec i e leade ship, con lic esolu ion, and eam pe o mance.
Ro hschadl (2023) emphasized EI as a cen al ac o in wo kplace success, pa icula ly when leading mul icul u al
eams. He ound ha emo ionally in elligen leade s os e us , inclusion, and e ec i e communica ion, he eby
enhancing employee sa is ac ion and cohesion in cul u ally di e se se ings.
2.2. Gene a ional Theo y and Beha io al T ai s
The S auss–Howe gene a ional heo y sugges s ha indi iduals bo n wi hin speci ic pe iods exhibi sha ed alues and
beha io s, shaped by sociopoli ical and echnological o ces (S auss & Howe, 1991). This model p o ides a lens h ough
which gene a ional a i udes owa d emo ional in elligence (EI) can be unde s ood:
• Baby Boome s (1946–1964): O en exhibi emo ional es ain , esilience, and loyal y; alue o mali y and
chain-o -command s uc u es.
• Gene a ion X (1965–1980): Emphasize au onomy and balanced emo ional con ol; end o be skep ical o
ins i u ional au ho i y.
• Millennials (1981–1996): P e e open communica ion, equen eedback, and alue emo ional openness and
psychological sa e y.
• Gene a ion Z (1997–2012): Highly exp essi e and emo ionally a uned, ye s ill de eloping emo ional
egula ion; d i en by inclusi i y and digi al luency.
These gene a ional endencies a e u he suppo ed by Ro hschadl's (2023) case s udies, which examined c oss-
cul u al challenges a companies such as Mic oso , Ai bnb, and P oc e & Gamble (P&G), highligh ing di e ing
emo ional expec a ions and leade ship esponses ac oss age coho s.
2.3. In eg a ing EI and Gene a ional Pe spec i es in O ganiza ions
B idging EI and gene a ional heo y allows o ganiza ions o align alen de elopmen and leade ship app oaches wi h
he emo ional amewo ks o hei employees. Acco ding o Blau’s Social Exchange Theo y (1964), emo ionally
in elligen in e ac ions ein o ce us and ecip oci y in wo kplace ela ionships key o educing u no e and building
esilien eams. Howe e , as Ro hschadl (2023) and Cahyono (2024) bo h sugges , he in e p e a ion and applica ion o
EI a y signi ican ly ac oss gene a ions. Fo example, Millennials may alue emo ional openness and ulne abili y as
leade ship s eng hs, while Boome s may see hese ai s as signs o unp o essionalism. These in e gene a ional
con as s necessi a e nuanced HR p ac ices, including EI aining, coaching, and leade ship modeling ailo ed o each
coho 's emo ional pa adigm.
3. Gene a ional P o iles
3.1. Baby Boome s (1946–1964)
Baby Boome s, bo n be ween 1946 and 1964, ep esen a gene a ion shaped by pos -wa econs uc ion, he change
om a wa p oduc ion economy o a consume - ocused economy, and adi ional hie a chical wo kplace s uc u es.
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Thei app oach o Emo ional In elligence (EI) ends o emphasize emo ional con ol, esilience, and p o essional
dis ance. O en aised in en i onmen s ha p io i ized du y and s oicism, Baby Boome s gene ally exhibi s ong sel -
egula ion and loyal y, especially wi hin o ganiza ional hie a chies.
In he con ex o EI dimensions:
• Sel - egula ion and pe se e ance a e hallma ks, helping hem na iga e change wi h discipline.
• Empa hy is demons a ed, hough o en in ese ed o o malized ways, ypically amed wi hin oles and
esponsibili ies.
• They may exhibi lowe sco es in emo ional exp ession o in e pe sonal lexibili y, p e e ing o sepa a e
pe sonal emo ions om p o essional se ings.
While hei expe ience equips hem o lead h ough c ises and unce ain y, Baby Boome s may s uggle wi h newe
expec a ions o anspa ency, ulne abili y, and inclusi e communica ion. They o en iew emo ional openness, alued
by younge gene a ions, as po en ially unp o essional o o e ly pe sonal.
3.1.1. S eng hs
• High emo ional discipline and esilience
• Loyal y and dedica ion in leade ship oles
• S ong con lic a oidance and media ion skills in o mal en i onmen s
3.1.2. Challenges
• May unde u ilize empa hy in eedback o coaching
• Limi ed com o wi h emo ional ulne abili y o psychological sa e y ini ia i es
• Risk o gene a ional misunde s anding in mul icul u al o younge eams
3.1.3. S a egic HR Recommenda ions
• P o ide e e se men o ing oppo uni ies wi h younge employees o os e mu ual lea ning.
• F ame EI de elopmen in e ms o p o essional e ec i eness a he han pe sonal openness.
• In ol e hem in c isis leade ship and men o ing p og ams, whe e hei emo ional s abili y o e s alue.
Ro hschadl (2023) no ed ha Boome s’ s eng h lies in calm, consis en leade ship, bu emphasized he need o EI
de elopmen ailo ed o e ol ing emo ional and cul u al no ms.
3.2. Gene a ion X (1965–1980)
Gene a ion X, bo n be ween 1965 and 1980, ma u ed du ing a ime o shi ing amily s uc u es, ising indi idualism,
and he ea ly adop ion o digi al echnologies. These condi ions cul i a ed a gene a ion o independen hinke s, known
o p agma ism, adap abili y, and sel - eliance. In wo kplace en i onmen s, Gen X p o essionals a e
ypically emo ionally balanced, p e e ing a measu ed, sel - egula ed app oach o in e pe sonal dynamics.
When i comes o Emo ional In elligence (EI), Gene a ion X sco es consis en ly high in emo ional sel -
egula ion and bounda y-based empa hy. Thei p e e ed emo ional s yle emphasizes unc ion o e sen imen , making
hem e ec i e in en i onmen s whe e ask comple ion and calm decision-making a e p io i ized (Mikuš e al., 2024).
They end o exhibi :
• High au onomy and emo ional con ol, a oiding emo ional o e exposu e.
• Empa hy deli e ed p agma ically, especially in leade ship and men o ing oles.
• A measu ed communica ion s yle ha b idges he o mali y o Baby Boome s wi h he openness o younge
gene a ions.
Thai u (2024) no es ha Gen X alues o ganiza ional loyal y and s abili y, con ibu ing o high commi men in oles
wi h clea expec a ions. Howe e , hey may also exp ess skep icism owa d emo ionally d i en co po a e cul u e
ini ia i es and esis ulne abili y-based eam-building p ac ices (Tolani e al., 2024).
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3.2.1. S eng hs
• High sel - egula ion and p o essionalism
• S ong media o s ac oss gene a ions
• Leade ship s abili y in high-p essu e con ex s
3.2.2. Challenges
• May unde alue psychological sa e y amewo ks
• Less esponsi e o emo ion-cen ic eedback loops
• P e e compa men alized emo ional exp ession
3.2.3. S a egic HR Recommenda ions
• Use Gen X as c oss-gene a ional media o s, especially in emo ionally cha ged eams.
• Posi ion EI g ow h as a s a egic leade ship asse , emphasizing p oduc i i y gains.
• Encou age s uc u ed e lec i e p ac ices like coaching o con iden ial pee exchange, a he han public
emo ional disclosu e.
As Ro hschadl (2023) and Mikuš e al. (2024) highligh , Gen X's emo ional esilience is a c i ical asse , especially du ing
pe iods o ans o ma ion o o ganiza ional es uc u ing. Howe e , unlocking hei ull emo ional leade ship po en ial
may equi e ecalib a ing adi ional EI in e en ions o align wi h hei alues o independence and compe ence.
3.3. Millennials (1981–1996)
Millennials—also known as Gene a ion Y—came o age du ing apid globaliza ion, he digi al e olu ion, and a cul u al
shi owa d emo ional openness and men al heal h awa eness. These o ma i e expe iences shaped a gene a ion ha
alues empa hy, eedback, and psychological sa e y in he wo kplace. Millennials gene ally display s ong emo ional
awa eness, a desi e o au hen ic communica ion, and an expec a ion ha leade s demons a e emo ional anspa ency.
F om an Emo ional In elligence (EI) pe spec i e, Millennials end o excel in:
• Empa hy and social awa eness, pa icula ly in di e se o eam-based en i onmen s
• Seeking con inuous eedback as a de elopmen al ool
• Open emo ional exp ession, a o ing en i onmen s whe e eelings and men al heal h a e openly acknowledged
Mikuš e al. (2024) obse ed ha Millennials exhibi high in e pe sonal sensi i i y, making hem well-sui ed o
collabo a i e and inclusi e leade ship models. Howe e , hei high engagemen wi h emo ionally cha ged eedback
loops can lead o bu nou and emo ional o e load, especially in high-demand o unclea en i onmen s.
Thai u (2024) also highligh s a high co ela ion be ween Millennials’ EI and wo k commi men , especially when pai ed
wi h job au onomy and s ong in e nal alues. Howe e , wi hou s uc u ed EI de elopmen , hei openness may d i
in o emo ional ola ili y o sensi i i y o pe cei ed injus ice.
3.3.1. S eng hs
• S ong empa hy and eam-building capabili ies
• Com o able wi h ulne abili y and emo ional coaching
• High emo ional a unemen in di e si y, equi y, and inclusion (DEI) ini ia i es
3.3.2. Challenges
• Suscep ible o emo ional a igue o bu nou
• May misin e p e cons uc i e eedback as an emo ional h ea
• Requi e equen a i ma ion, which may us a e olde colleagues
3.3.3. S a egic HR Recommenda ions
• Design emo ionally in elligen eedback sys ems, including 360-deg ee and coaching amewo ks
• O e men al heal h and esilience p og ams o p e en bu nou
• P omo e Millennials as DEI and cul u e champions, le e aging hei emo ional luency
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Mikuš e al. (2024) emphasize ha Millennials embody he shi owa d emo ionally anspa en leade ship. Thei
com o wi h ulne abili y, emo ional language, and eedback cul u e ep esen s an oppo uni y o ans o ming
o ganiza ional alues, p o ided emo ional bounda ies and esilience a e ca e ully ein o ced.
3.4. Gene a ion Z (1997–2012)
Gene a ion Z, he i s coho o g ow up ully imme sed in digi al echnology, has eme ged as a wo k o ce de ined
by hype -connec i i y, emo ional exp essi eness, and inclusi i y. Shaped by a wo ld o social media, men al heal h
ad ocacy, and cul u al luidi y, Gen Z b ings a esh emo ional language o he wo kplace, o en emphasizing emo ional
hones y, iden i y a i ma ion, and social jus ice.
In Emo ional In elligence (EI) e ms, Gen Z displays excep ional emo ional exp ession and social awa eness, especially
conce ning equi y and inclusion. They a e o en highly a uned o emo ional cues, especially in digi al in e ac ions, bu
a e s ill de eloping in emo ional egula ion and esilience unde p essu e.
Cahyono (2024) and Mikuš e al. (2024) bo h ound ha Gen Z wo ke s a e deeply alues-d i en, seeking pu pose and
belonging. Howe e , hei emo ional sensi i i y can lead o o e -iden i ica ion wi h emo ions, wo kplace anxie y, o
di icul y coping wi h adi ional co po a e hie a chies.
This gene a ion demands psychological sa e y and au hen ici y, bu o en equi es guidance in managing emo ional
complexi y, especially in ambiguous o high-s ess en i onmen s.
3.4.1. S eng hs
• High le els o emo ional awa eness and social esponsibili y
• Champion inclusi e leade ship and iden i y-based empa hy
• Com o able using echnology o exp ess and p ocess emo ions
3.4.2. Challenges
• Unde de eloped emo ional egula ion and impulse con ol
• S uggle wi h eal- ime con lic and emo ionally ambiguous si ua ions
• Risk o disengagemen when alues a en’ aligned wi h wo kplace cul u e
3.4.3. S a egic HR Recommenda ions
• In oduce s uc u ed esilience and coping-skills aining ea ly in ca ee pa hs
• Use digi al- i s communica ion pla o ms o mee emo ional needs in hyb id eams
• Pai Gen Z wi h emo ionally s able men o s o de elopmen al g ounding
Cahyono (2024) a gues ha Gen Z is ede ining Emo ional In elligence, no as a manage ial oolki , bu as a co e cul u al
expec a ion. Thei EI is high in exp ession, bu no ye ma ched by ma u i y in egula ion, equi ing delibe a e coaching
and emo ionally li e a e en i onmen s.
4. C oss-Gene a ional Compa isons o Emo ional In elligence
The con empo a y wo kplace is a dynamic in e sec ion o ou gene a ional coho s—Baby Boome s, Gene a ion X,
Millennials, and Gene a ion Z—each b inging unique emo ional no ms, communica ion p e e ences, and alues. While
Emo ional In elligence (EI) is widely ecognized as a uni e sal compe ency, i s exp ession, de elopmen , and
applica ion a y subs an ially ac oss gene a ions. This sec ion syn hesizes key di e ences and iden i ies a eas o
con e gence, o e ing a compa a i e lens o help HR leade s design inclusi e, emo ionally in elligen o ganiza ions.
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4.1. Key Di e ences ac oss EI Dimensions
Figu e 1 Key Di e ences Ac oss Gene a ions
Figu e 2 Emo ional In elligence T ai s Ac oss Gene a ions
4.2. Gene a ional S eng hs & Blind Spo s
• Baby Boome s b ing emo ional s eadiness and o ganiza ional loyal y, bu may unde in es in emo ional
openness o di e si y con e sa ions.
• Gene a ion X is emo ionally balanced and sel - elian bu may be emo ionally ese ed o skep ical o wellness
ini ia i es.
• Millennials a e empa he ic collabo a o s bu may be emo ionally a igued by o e eedback o high emo ional
labo oles.
• Gen Z is exp essi e and alues-d i en, bu s ill de eloping coping s a egies and con lic esilience.
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4.3. Communica ion S yles and Emo ional Fluency
Boome s and Gen X end o p e e s uc u ed, one-on-one con e sa ions, while Millennials and Gen Z a e mo e
com o able wi h collabo a i e and digi al channels. Gen Z especially a o s emo ionally in used social pla o ms (e.g.,
emojis, mood acke s, anonymous eedback). These di e ences can cause emo ional mis eads and ension i no
na iga ed in en ionally.
4.4. Building Emo ional B idges in he Wo kplace
To suppo in e gene a ional collabo a ion:
• In oduce e e se men o ing, whe e younge employees coach on inclusi i y and empa hy, while senio s model
egula ion and esilience.
• S anda dize emo ionally in elligen eedback models, ailo ed o each coho ’s p e e ences.
• P omo e mul igene a ional eam p ojec s ha include emo ional e lec ion checkpoin s.
Cahyono (2024) emphasizes, wo kplaces ha no malize bo h emo ional exp essi eness and emo ional egula ion end
o expe ience highe us , educe u no e , and p omo e mo e inno a ion ac oss gene a ions.
4.5. Gene a ional EI in Ac ion — Fic ional Dialogue Scena io
To illus a e he gene a ional di e ences in emo ional in elligence and hei applica ion in emo ionally cha ged, c oss-
sec o nego ia ions, he ollowing ic ional dialogue demons a es how each coho migh con ibu e o s uc u ing a
nego ia ion wi h a go e nmen al agency ocused on imp o ing sea, c eek, and canal wa e quali y in he lagoon o
Venezia. Each example highligh s emo ional easoning, communica ion s yle, and s a egic p e e ences oo ed in
gene a ional EI endencies.
Table 1 Gene a ional EI Re lec ions in En i onmen al Nego ia ion Scena io
Gene a ion
S yle Summa y
EI T ai s
Baby Boome s
Fo mal, policy-aligned, espec ul o hie a chy;
p oposes whi e pape and o mal channels.
Sel - egula ion, de e ence, emo ional con ol,
Du y-d i en mo i a ion.
Gene a ion X
P agma ic, solu ion- ocused, emphasizes
e idence and p ac ical implemen a ion.
Sel - eliance, emo ional es ain ,
p oblem-sol ing, bounda y-based empa hy.
Millennials
Collabo a i e, empa he ic, alues-d i en;
p oposes s o y elling and co-c ea ion.
Empa hy, emo ional openness, eam
o ien a ion, inclusi i y.
Gene a ion Z
Di ec , digi al- i s , anspa en ; uses mul imedia
and demands accoun abili y.
Emo ional hones y, digi al luency,
alues-d i en asse i eness.
4.5.1. Baby Boome s
“We need o ini ia e con ac h ough o icial channels, pe haps an in oduc o y le e o he agency head, ollowed by a
o mal p oposal. Ou goal should be o align wi h hei long- e m policy manda es. We mus be clea , con olled, and
espec ul o oles. I sugges a p elimina y whi e pape ou lining ou echnical objec i es and he mu ual bene i s o his
collabo a ion.”
4.5.2. Gene a ion X
“Le ’s ge s aigh o he co e issues backed by da a. Wha eally ma e s is he da a, who's pollu ing, by how much, and
wha cos -e ec i e measu es wo k. I’d ecommend we walk in wi h clea accoun abili y me ics and maybe an app
p o o ype o acking pollu an s. We can pi ch his as a solu ion ha he agency can adop wi h minimal dis up ion.
P ac icali y will win hem o e .”
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4.5.3. Millennials
“This is a sha ed alues mission, clima e jus ice, communi y heal h, and biodi e si y. I hink we s a wi h a s o y elling
session o e en a co-hos ed own hall. We can b ing in ci izen oices and c ea e space o he agency o eel like pa ne s.
Le ’s co-au ho he agenda, no dic a e i . Emo ional esonance and us will lead o ac ion.”
4.5.4. Gen Z
“We should iden i y ailu es, bu g ound hem in eal- ime me ics.. Le ’s go in wi h a TikTok-s yle explaine ideo
backed by in e ac i e dashboa ds. AI can help map pollu ion sou ces in eal- ime. Also, anspa ency is non-nego iable;
le ’s demand open da a sha ing. We can’ suga coa hings; hey’ll espec us mo e i we keep i aw and eal.”
4.5.5. Gene a ional EI App oach Is "Bes " in Nego ia ion?
The sho answe is: i depends. Mo e speci ically, i depends on who is on he o he side o he able and wha emo ional
dynamics you a e ying o in luence.
4.6. S a egic EI Takeaway
The mos emo ionally in elligen app oach is he one ha adap s o you audience’s emo ional logic, no you own. This
concep aligns wi h wha Goleman (1995) e med empa hic a unemen , whe e success ul in luence s ma ch emo ional
ones and mo i a ions o build appo and d i e ac ion.
4.7. Blended Mul igene a ional S a egy?
Yes! A c oss-gene a ional eam could o a e oles:
• Boome : Opens wi h c edibili y, builds us
• Gen X: F ames logic and easibili y
• Millennial: Facili a es engagemen and co-c ea ion
• Gen Z: Ac i a es passion and digi al anspa ency
This app oach speaks o e e yone in he oom while modeling inclusi e, emo ionally in elligen leade ship.
Figu e 3 EI Implica ions, Teaching, and Challenges
5. Implica ions o Global Human Resou ce Managemen (GHRM)
The g owing di e si y o age coho s in oday’s wo kplace in oduces bo h complexi y and oppo uni y o HR leade s.
Unde s anding he gene a ional nuances in EI om egula ion and exp ession o eedback p e e ences and esilience
enables HR o mo e beyond “one-size- i s-all” s a egies and de elop emo ionally esponsi e sys ems ha engage,
suppo , and e ain alen ac oss gene a ions. Ro hschadl, F. (2023).
5.1. Emo ional In elligence De elopmen S a egies
Di e en gene a ions equi e di e en me hods o lea ning and emo ional g ow h. Key s a egies include:
• Baby Boome s: Engage h ough coaching and men o ing p og ams ha hono hei expe ience while
in eg a ing emo ional agili y ools in a s uc u ed o ma .
• Gen X: O e au onomy-o ien ed EI de elopmen , such as sel -paced coaching apps o con iden ial execu i e
e lec ion ools.
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• Millennials: Use eedback- ich en i onmen s and wo kshops ha inco po a e wellness, g oup e lec ion, and
emo ional li e acy aining.
• Gen Z: In eg a e gami ied emo ional aining, digi al mood acking, and men o ship in o onboa ding and
ca ee planning.
5.2. Re e se Men o ing and Pee Lea ning
Gene a ionally mixed eams h i e when knowledge lows in bo h di ec ions. Re e se men o ing—whe e Gen Z and
Millennials men o Boome s and Gen X on emo ional exp ession, DEI, and ech-enabled empa hy has been shown o
build mu ual espec and ela ional us (Cahyono, 2024).
Addi ionally, c oss-coho pee g oups enhance e lec i e lea ning, especially when combined wi h psychological sa e y
aining.
5.3. In eg a ing EI in Co e HR Sys ems
To embed EI in o he DNA o an o ganiza ion, i mus in luence key sys ems:
• Pe o mance Re iews: Include EI-based compe encies such as empa hy, egula ion, and eam cohesion in
e alua ion ub ics.
• Rec ui men : Assess EI as pa o leade ship po en ial, no jus communica ion s yle.
• Succession Planning: P io i ize emo ionally in elligen leade s wi h gene a ional agili y.
• DEI S a egies: Le e age emo ional luency om Millennials and Gen Z o design inclusi e p ac ices aligned
wi h cul u al sensi i i y.
5.4. Emo ional Go e nance in Hyb id Wo k o ces
The shi owa d hyb id and emo e wo k demands emo ionally awa e leade ship, especially when one, empa hy, and
eedback a e media ed by echnology. Gen Z and Millennials may h i e in asynch onous channels, bu Boome s and
Gen X may equi e mo e in en ional emo ional check-ins.
HR should ensu e:
• Vi ual EI aining sessions ailo ed by coho
• Digi al communica ion guidelines ha suppo emo ional cla i y
• Emo ional “pulse checks” and anonymous eedback ools o moni o well-being
Emo ional go e nance is no longe op ional; i ’s a s a egic pilla o o ganiza ional esilience.
6. Can Emo ional In elligence Be Taugh in Adul hood?
6.1. Li elong Lea ning Ac oss Gene a ions
While Emo ional In elligence (EI) is o en associa ed wi h ea ly childhood de elopmen , a g owing body o esea ch
con i ms ha EI is no s a ic and can be cul i a ed h oughou adul hood. This is pa icula ly ele an in he
mul igene a ional wo kplace, whe e Baby Boome s, Gene a ion X, Millennials, and Gene a ion Z all demons a e dis inc
EI compe encies and hus bene i om di e en lea ning app oaches.
Zeidne , Ma hews, and Robe s (2004) ound ha s uc u ed EI in e en ions, such as emo ional eedback, coaching,
and social simula ions, can imp o e emo ional egula ion and empa hy in adul s ac oss a ious age g oups. Howe e ,
gene a ional p e e ences signi ican ly shape how hese in e en ions a e ecei ed. Fo ins ance, Baby Boome s may
p e e s uc u ed, indi idualized coaching p og ams ha emphasize p o essionalism and egula ion. Gene a ion X,
known o au onomy and p agma ism, may engage mo e wi h p i a e, sel -di ec ed lea ning ools ha p omo e
e lec ion and e iciency.
Millennials, highly a uned o psychological sa e y and g oup-based lea ning, espond well o emo ionally imme si e
en i onmen s ha p omo e discussion, eedback, and openness (B acke & Ri e s, 2011). Gene a ion Z, meanwhile,
bene i s om gami ied EI aining, digi al mood ools, and sho , in e ac i e lea ning modules ha e lec hei digi al
luency and alue-d i en emo ional ou look.
