Emotional Intelligence at Work

What is emotional intelligence?

The term Emotional Intelligence (EI) is increasingly well known and often cited as the key to effective workplace relationships. It was first popularised in1995 by Daniel Goleman – originally a science journalist now a consultant/academic at Rutgers University Graduate School in New Jersey.

Goleman defines EI as:

• knowing what you are feeling and being able to handle feelings without having them swamp you;

• being able to motivate yourself to get jobs done, be creative and perform at your peak; and

• sensing what others are feeling, and handling relationships effectively

It is, in other words, that critical group of non-cognitive skills, capabilities and competencies, which help someone control and manage their emotional response to events and pressures.

Why is it important?

Research by Goleman and others suggests that EI is what really makes the difference between an effective manager, and the rest – which is why it’s so hugely beneficial to both organisations and individuals. This is not to say that intelligence (IQ) and technical skills are not important, but they are essentially threshold capabilities.

That is, they are, in a sense, entry-level requirements for executive positions. Once in that position, it is EI which then makes the difference to how well an individual performs.

In a detailed study involving analysis of competency models in 188 companies, and a further extensive study of what constituted ‘star performers’ in these organisations, Goleman and his team drew the following conclusions:

• intellect was a driver of outstanding performance; especially strong analytical and creative skills

• cognitive skills such as big-picture thinking and long term vision

• were particularly important, but – and this was the most crucial finding, but – and this was the most crucial finding –

• EI proved to be twice as important as technical skills and IQ as an ingredient of excellent performance for jobs at all levels

This has been supported by many other studies, including one by the initially sceptical Higgs & Dulewicz at Henley Management Centre. In a study of 100 management and business leaders over a 7-year period, they found that ‘emotional intelligence was more highly related to success than IQ alone.’

Studies have also found that EI is important in many different roles, from fundraising to project management to service delivery. Any job that requires someone to work well with other people, to perform effectively in high-pressure situations and to deal calmly with emotive issues, needs that person to be emotionally intelligent. 

As well as understanding the mechanics of their job, they also need to understand both themselves and those they work with.

This need to work well with others and deal with pressure becomes more marked the more senior the person considered. Goleman believes, from his study of star performers, that in senior leadership positions nearly 90% of the difference in profile between a star and average performer can be attributed to emotional intelligence factors rather than cognitive abilities.

The changing world of work

It is the new world of work which has accentuated the need for – and rise of – emotional intelligence. Greater competition, increased speed and quantity of information, working across sites, regions – and sometimes different countries – has meant that people have to cope with unprecedented levels of change, and increased levels of pressure at work.

People’s expectations of what they want from their organisations and leaders have altered. Staff now need to feel their manager is ‘worthy’ of their ‘followership’ rather than simply ‘following’ because of their role.

Leaders and managers, in turn, have to be more flexible, more creative, more adept and more responsive if they want to survive let alone grow. And they need to be able to maintain their own motivation and momentum in difficult and challenging situations.