Leading others is still about awareness and mind management (EQ)
Driving organisational change depends on your ability to successfully navigate the four leadership domains of Emotional Intelligence (see "The New Leaders" by Daniel Goleman).
So, for example, suppose you are encountering a lot of resistance in the system that you are trying to influence (D1). With empathy (D2) you may realise that you are triggering irritation by constantly telling people what they should be doing - so you need to stop "pushing" and start "pulling", eg by asking questions and listening. But to do that you will have to recognise (D2) and then manage (D4) your own anxieties - perhaps about time, control or demonstrating your value.
Navigating organisational 'politics' (ie organisational 'influence' - D1) is similarly about your EQ. Clearly you need EQ skills to read the situation and understand other perspectives (D2).
More importantly you need EQ to recognise (D3) and then manage (D4) your own negative reactions to the idea of "playing politics" yourself, or to those other people who already do "play". Only if you can manage your negative emotions will you be able to:
(a) position yourself appropriately on the political map (see this "political animals" picture); and
(b) be "smart" in your dealings with those you perceive as political "Foxes".
"Be the change you want to see" Ghandi