From the field of emotional intelligence and management sciences combined with an economics, sociological and psychological approaches, I will present in this talk an essay on a conceptual model named Emotional Capital (EC) which won the 2006 Louis Cros Prize of the French Academy of Moral and Political Sciences.EC, referring to a set of emotional competencies (social and personal skills), is essential to enable human capital formation, and crucial for individuals for its accumulation and, its optimal exploitation and people well-being at work as well. Those emotional competencies are produced since early age in formal and informal manners and contexts. Therefore, not everybody is equipped the same way in emotional capital. Hence, this different EC endowment can have a tremendous impact on person educational, occupational and labour market's trajectories, on society cohesion, but also has an impact on the way people behaves at work and thus, on organizations performance.Since the pressures on more and more globalized and internationalized markets, labour market models are focused on "employability" and stresses the role and duty of the individual in acquiring knowledge but moreover in engaging themselves in companies and in participating to 'corporate culture' and 'commitment', creating the company as an island of social cohesion in a sea of individualised society. Those new challenges fulfilling employability refers to new skills, especially intra and interpersonal skills as emotional skills and competences, the emotional capital. Indeed, if the importance of human capital as an input has grown over time as production processes have become increasingly knowledge intensive, the knowledge management has become a strategic issue and knowledge and collective competence crucial added values. Nowadays, to enable an optimal or efficient knowledge management, trough creative and innovative employees' behaviour, emotional capital is essential.In the new learning economy context and its rapid diffusion of knowledge within and between firms, the success of firms may reside not only in the ability of individuals to learn but, also, to cope with new rhythm, tensions and pressures in labour, therefore in the ability to share and work together in a smooth and trust atmosphere, involving a balance between personal and social emotional competencies. And that will depend a lot on emotions and emotional capital.In another word, successful and sustainable organizations will depend a lot on their emotional capital, and the way they will manage it, i.e. take into account their workers' emotional competencies, using them in an efficient and ethic way. Therefore, companies will have to consider more seriously how it is important for economic performance to consider work's atmosphere and employee's emotions. To engage individuals in whatever successful enterprises (learning, creating, producing…) requests to engage each individual's heart, head and hands. At work, to engage human actors in an active process of sense making to continuously assess the effectiveness of best practices requires managing the workforce in a new way: toward partners' relationship and toward the three H -Hands, Head and Heart- combined to make Human Resource with a big H, a "Resource in Full".- Meta-analysis (Studies and research on emotional competencies and management styles and HR literature) (Salovey, Mayer, Goleman, Boyatzis, Weber, Mintzberg, HRD and Organization and Management theories of leadership, Gender literature references) - Gender approach.From a meta-analysis of the literature on organisational structure, management and leadership, I will show that the organisational performance can depend on the style of leadership of managers and its style of management according his or her emotional capital. 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