THE INFLUENCE OF RESILIENCE AND EMOTIONAL INTELLIGENCE ON PROFESSIONAL PERFORMANCE AND EMOTION MANAGEMENT IN THE WORKPLACE

Abstract

It is not enough to know how to do things: the contemporary professional environment requires knowing how to feel, reflect and maintain connections in the midst of instability. In contexts marked by silent pressures and challenges not foreseen in formal training, the symbolic survival of the worker begins to depend on something that is not taught in manuals — emotional management. This condition, sometimes made invisible in meritocratic discourses, reveals how much psychological suffering can be hidden by numerical results. In this scenario, it is not just about resisting, but about reorganizing meanings. Resilience presents itself as the ability to reconfigure trajectories in the face of adversity, while emotional intelligence repositions daily actions in a relational key, understanding the other as a subject, and not as an obstacle. Both operate as silent mediations that interfere in leadership, decision-making and modes of belonging. They are not spontaneous virtues: they require cultivation, awareness and educational spaces that legitimize feeling as part of professional competence. Understanding how certain internal dispositions — such as resilience and emotional intelligence — modulate professional performance and relational dynamics in the daily routine of organizations was the starting point of this investigation. The research, guided by a qualitative bibliographic approach, focused on the critical analysis of academic productions that dialogue with the field of organizational psychology, empathic leadership and formative processes in the workplace. The methodological approach favored texts that deal with affective and cognitive mediations in conflict resolution, the construction of emotionally sustainable environments and the performance of managers sensitive to the subjective factors of professional engagement.