Emotional agility is derived from the foundational principles of emotional intelligence, which emphasise awareness and regulation of one’s own emotions. It has also been suggested that emotional intelligence be viewed as a broader construct and emotional agility as a skill that can be trained and developed, which has proven to be a great success (David, 2016). This approach helps in effectively managing workplace challenges, enhancing decision-making, and improving interpersonal dynamics by allowing for a nuanced understanding of both personal and others’ emotional landscapes. Recent studies highlight how emotional agility contributes to workforce agility by enhancing self-awareness, self-control, and self-motivation, thereby improving interpersonal and social competencies (Hosein & Yousefi, 2012; Mishra & Panwar, 2020). Additionally, emotional intelligence, a related concept, has been identified as a critical element that fosters an organisation’s agility by enhancing employee adaptability and resilience in the face of change (Ashforth & Humphrey, 1995).

In professional environments, where change is constant and uncertainty can prevail, emotional agility becomes a key competency (Reshman & Sripirabaa, 2020). It allows professionals to balance their emotional and cognitive responses, adapt to new circumstances, and respond to setbacks with resilience and a forward-thinking mindset. By cultivating emotional agility, individuals can turn challenging situations into opportunities for innovation and leadership, significantly enhancing their effectiveness and well-being at work (David & Congleton, 2013).