Emotional intelligence and leadership development: past patterns, present realities and future directions in learning-oriented research

Purpose This study systematically examines the intersection of emotional intelligence (EI), leadership and learning-oriented development to understand how the field has evolved and its implications for human resource development (HRD) theory and practice. Design/methodology/approach A bibliometric analysis of 72 Scopus-indexed, ABDC-ranked journal articles published between 2015 and 2025 was conducted using Bibliometrix and VOSviewer. The analysis examined publication trends, collaboration networks, keyword co-occurrence patterns and thematic evolution within the field. Findings Seven thematic clusters emerged, with EI functioning as a central construct linking leadership, workplace learning and organizational outcomes. The findings indicate a shift from viewing EI as a fixed trait to conceptualizing it as a developable capability shaped through learning, reflection and relational experiences. The field has evolved from early conceptual exploration (2015–2018) to more empirical and context-driven research, particularly in the postpandemic period (2022–2025). While transformational leadership and EI remain dominant themes, adaptive, digital and crisis leadership have emerged as important areas of inquiry. The analysis also reveals a geographically diverse research landscape, although international collaboration remains uneven across regions. Originality/value This study provides a comprehensive bibliometric overview of the intersection between EI, leadership and learning and advances a learning-oriented perspective by positioning EI as a key capability within leadership development frameworks. By integrating leadership, workplace learning and organizational context, the study contributes to HRD and leadership scholarship and offers a structured foundation for future research and practice.