Organisational change is a key aspect of today’s dynamic business environment, requiring leaders who can guide employees effectively. Emotional intelligence (EI)—the ability to recognize, understand, and manage one’s own emotions and those of others—has emerged as a crucial leadership competency. This study examines the relationship between leaders’ EI and leadership effectiveness during organisational change. Using a mixed-method approach, data were collected from 220 employees and 25 leaders across IT, finance, and manufacturing sectors. Quantitative analysis included correlation and regression to assess the impact of EI on leadership outcomes, while thematic analysis of interviews provided qualitative insights. Results indicate that leaders with higher EI demonstrate superior communication, c. onflict resolution, and employee engagement, resulting in smoother change adoption. Recommendations for developing Emotional Intelligence in leadership are provided to enhance organisational adaptability and performance.