This theoretical paper studies the effect of emotional intelligence (EI) on individuals' participation in knowledge management (KM) practices. Individuals are the sources of knowledge, and EI may advance individuals' self-awareness, self-management, social awareness, and relationship-management skills, which in turn positively impacts their knowledge processing behavior. The argument is made that knowledge creation is enabled through individuals' ability to recognize and correctly interpret emotional and environmental clues. Knowledge sharing is facilitated through individuals' interpersonal, communication, and team-working skills, enabled through self-awareness and social awareness. Knowledge is retained in organizations where EI enacts individuals' corporate citizenship behavior, adaptability, and job satisfaction. Where knowledge is power, knowledge management as a discipline may face difficulties, as the attempt to manage knowledge can result in individuals' resistance. Suggestions are provided on how organizations can adapt operations to meet the needs of the knowledge carriers, integrating EI into its strategic plan. Implications for the industry and further research suggestions are followed by conclusions.