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The authors contend that the current, intensive emphasis on short‐term results prevalent in much of corporate America unwittingly undercuts the ability of companies to achieve long‐term financial success. Given the “always on” nature of life for senior executives in the Digital Age, leaders find themselves subject to tremendous, ever‐increasing pressures and a perceived and/or real need to work harder and longer. The mental, physical and psychological toll extracted by these pressures over time leads to escalating personal sacrifice and ultimately, if unaddressed to the well‐known phenomenon known as “burnout”. Through recognizing what the authors refer to as the Cycle of Sacrifice and Renewal, executives can renew themselves using Mindfulness, Hope and Compassion. Through renewal, senior leaders can counteract the effects of work‐related pressures, perform at their best over the long‐term, and lead their organizations to sustained long‐term financial success.

The authors rely on research conducted by co‐author Annie McKee and Richard Boyatzis as outlined extensively in their current book, Resonant Leadership.

The authors discuss the Cycle of Sacrifice and Renewal as well as Mindfulness, Hope and Compassion, defining each term, and explain the relevance of each to a leader committed to achieving sustained, long‐term performance.

The paper is relevant to current and aspiring leaders and to Human Resource executives interested in working with people to help them perform at their best.

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president (2001–2002) of the Academy of Management. Her Ph.D. in social and organizational psychology is from the University of Illinois at Chicago. Her substantive research interests focus on organizational change, conflict associated with it, and organizational cognition, and her methodological interests center around ways that external researchers can collaborate with insider members of a setting to study the setting. She is an associate editor of the Journal of Applied Behavioral Science and on the editorial boards of multiple other journals. She has published more than 100 journal articles and book chapters and 5 ([co]authored or co-edited) books.

It is seen that emotional intelligence, which is the subject of research in many disciplines, especially psychology and social sciences, is one of the prominent concepts. Emotional intelligence has become a sought-after feature especially for today's leaders. It is possible to say that emotional intelligence is an important feature for leaders in the energy sector as well as for leaders in other fields. This study aims to determine how and to what extent emotional intelligence has an effect on leadership characteristics in today's conditions where the need for leadership is increasing. In this study, it is aimed to reveal the effects of emotional intelligence levels of managers in the energy sector on leadership. For this purpose, hypotheses have been developed, and a research has been conducted on managerial employees in an enterprise operating in the energy sector in order to test the hypotheses. In the study, the effects of emotional intelligence dimensions such as optimism, use of emotions, and evaluation of emotions on leadership were measured by analyzing the data obtained as a result of the questionnaire application. SPSS package program was used for statistical analysis of the data. According to the results of the research, it was determined that effective leadership increased as optimism/mood regulation increased. Similarly, as the evaluation of emotions increased, effective leadership increased.

The purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice examining how motivated consultant surgeons are to lead junior doctors and which type of leadership style they use. From a follower perspective, the motivation of junior doctors will be explored, and their leadership preferences will be correlated with those of the actual style of consultant surgeons.

In this paper, the authors provide a detailed description of the methods for an international quantitative research study, exploring sequentially how motivated consultant surgeons are to lead and how leadership styles impact on the motivation of junior doctors. The objectives, method and data collection of this study are explained, and the justification for each method is described.

The findings for this outline study illustrate how critical it is to redefine leadership as a relational concept of leader and follower to ensure adequate support is provided to the next generation of consultant surgeons. Without consideration of the relational model of leadership, attrition will continue to be a critical issue in the medical workforce.

The research limitations are that this is a proposed quantitative study due to the need to collect a large sample of data from surgeons across the UK, Egypt and Germany. This research will have immense implications in developing new knowledge of leadership as a relational concept in medicine and healthcare. This study additionally will impact on how leadership is conceptualised in the curriculum for specialist surgical practice.

The practical implications are that relational leadership is supportive of generating a supportive leadership culture in the workplace and generating more effective teamwork.

To the best of the authors’ knowledge, this is the first study of its kind to look at a relational model of leadership in surgical practice between consultant surgeons and surgical trainees. This study will also identify any specific country differences between the UK, Germany and Egypt.

Development of competencies needed to be effective managers and leaders requires research and theory that can drive future scholarship and application. This introductory essay to this special issue of JMD seeks to focus on competencies in organizations in Europe and a broader conceptualization of emotional intelligence.

Competencies are defined and an overview is provided for the papers that will follow with original research on competencies, their link to performance in various occupations, and their development.

Emotional, social and cognitive intelligence competencies predict effectiveness in professional, management and leadership roles in many sectors of society. It addition, these competencies can be developed in adults.

As an introductory essay, the paper lays the foundation for the following papers in this issue.

Competencies needed in order to be effective can be developed.

Despite widespread application, there are few published studies of the empirical link between competencies and performance. There are even fewer published studies showing that they can be developed. The special issue will add to both literatures. There is widespread confusion as to the definition of emotional intelligence; the paper offers some clarification.