Leadership in higher education is a multifaceted phenomenon shaped not only by cognitive capabilities but also by emotional competencies. In recent decades, emotional intelligence (EI) has emerged as a significant determinant of leadership effectiveness because it enhances interpersonal communication, conflict resolution, and organizational climate, all of which are vital in complex academic environments. This research article systematically explores the theoretical foundations of EI, its dimensions, the current literature on EI and leadership effectiveness in educational settings, and methodological considerations for empirical research. Synthesizing findings from diverse studies — including surveys of faculty and institutional leaders — this article explores how EI influences leadership outcomes in higher education institutions (HEIs). Results consistently demonstrate a positive correlation between EI and leadership effectiveness across multiple contexts, advocating for integrated EI development programs within academic leadership training. Furthermore, the integration of EI into leadership development fosters greater self-awareness and empathy among academic leaders, which are crucial for navigating the diverse challenges within HEIs. Empirical studies highlight that leaders with high EI are better equipped to motivate faculty, manage stress, and cultivate collaborative environments. Consequently, this underscores the need for institutional policies that prioritize EI training as a core component of leadership preparation programs.