Emotional intelligence in the workplace

What are the main elements and different parts of emotional intelligence?

Over the last 25 years, research into EI has taken two distinct and contrary pathways (Figure 1). One examines EI as an ability, measured as maximum performance; the other describes EI as a mixed array of emotion-related traits or competencies, measured as typical performance. Typical performance concerns how we tend to behave most of the time and is usually measured using subjective self-report questionnaires. In contrast, maximum performance relates to how we perform when exerting maximum effort and is usually measured using objective, ability-focused questionnaires. This fundamental difference in how EI is measured may explain why only a weak correlation exists between ability and mixed/trait measures of EI.

Why is emotional intelligence important?

Emotional intelligence has influenced society, politics, corporate and educational life. The concept has been at the forefront of a fundamental shift in the western world, where psychological well-being, resilience, adaptability, neurodiversity, mental-health, mindfulness and other EI-related concepts have become mainstream considerations in the workplace. Over the last two decades, we have seen an exponential growth in interest around EI, driven by an ever-increasing demand from organisations. 

There are many reasons why we should develop our emotional intelligence. Evidence shows that: 

• Emotional intelligence is an important factor in determining our job performance
• It can improve our well-being
• It helps build our emotional resilience so that we can recover more quickly from disappointment
• It can increase our level of motivation and engagement
• It can improve our relationships
• It can also make us more effective leaders

Does emotional intelligence relate to job performance?

One of the most common questions from organisations that are considering using EI:  Does EI predict performance, and if so, will it improve on our existing assessment tools and processes? This question has been widely addressed over the years with published studies demonstrating the predictive value of EI to job performance within many international organisations, including Amazon, BMW, Google, HSBC, Microsoft, Qatar Airways, Shell and Whitbread PLC, to name a few.

More substantive evidence comes from multiple meta-analyses, which combine data from several published individual studies. These meta-analyses show that mixed/trait EI is predictive of job performance criteria and helps to increase our prediction of future job performance when combined with measures of personality and cognitive ability.

One study described the correlations with performance as, ”large enough to generate significant savings and improvements for organisations that use measures of EI.” Another concluded that practitioners may choose to use mixed EI as, “a practical, shorthand alternative to a lengthy battery of several more traditional KSAOs (knowledge, skills, ability, and other personality instruments).”

Overall, research studies provide sound evidence that emotional intelligence at work predicts job performance across a variety of roles. In particular, EI appears to be very relevant to roles that incur high emotional labour (e.g. customer service, sales and management).

Why is emotional intelligence important for leadership?

Leadership has been described as an emotionally-laden process, and leaders’ emotions and behaviours have been found to profoundly influence followers’ emotional reactions. There is an abundance of organisational literature proclaiming the importance of EI to leadership. One meta-analytic study on 1,407 leaders found that EI adds significant value over and above leaders’ cognitive ability and broad personality traits in predicting subordinate job satisfaction. They recommend “including EI in leadership education, training, and development… [and when making]… personnel decisions.” Another review of the academic literature concluded that “emotional intelligence is an important driver of effective job performance and successful leadership.”

It is widely recognised that today’s leaders are operating in a fast-paced, challenging and often unpredictable work environment. These conditions create greater stress and demand on individuals to be more adaptable, creative and emotionally resilient; all features that reflect the importance of emotional intelligence for leadership.