case study of emotional intelligence in business

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EMOTIONAL INTELLIGENCE CASE STUDIES .

Explore how our Emotional Intelligence solutions have developed the EQ of leaders, managers, and employees in many of the world's leading organisations.

Company: Sky Industry: Media RocheMartin solution used: Tailored EQ Leadership Development

Sky was struggling to attract and retain talent and, in the face of an increasingly competitive landscape, it needed its employees to develop an innovative and growth mindset.

The goal was to help leaders to become better at influencing others and making decisions. Sky also wanted to build a culture where people felt the dedication and drive for exceptional performance in a way that was sustainable and created real value for all stakeholders.

Increase in empathy

Improvement in relationship skills

Overall increase in emotional capital

We’re making better business decisions. We’re drawing more from the breadth and depth of the organisation; we’re managing tensions much better today than in the past. But, secondly, it’s had a big effect on the internal dynamic of the business. It’s a better place to work. And, when you put those things together it starts to sustain and repeat.

Jeremy Darroch, Group CEO, Sky

Company: Optus Industry: Telecommunications RocheMartin solution used: Tailored EQ Leadership Development

Optus, a leading telecommunications organisation, required greater levels of leadership across the organisation to establish cultural change and innovation.

As part of its succession and leadership development efforts, Optus wanted to identify people that were likely to move into key leadership roles and those that needed to advance their leadership skills.

Increase in leadership

Increase in engagement

Increase in customer focus

We started making fundamental changes in the way that the organisation behaves and what the organisation values in a culture...And looking six months later, the organisation worked better together and people were finding it easier to work together because they saw that we trusted each other. It pervaded the organisation. We moved the organisation forward this way and it was hugely successful.

Karim Nejaim, Engineering Director, Optus

Company: Boeing Industry: Aerospace RocheMartin solution used: Tailored EQ Leadership programme

Boeing was experiencing significant levels of executive burnout and high turnover rates. The cost of this turnover to the business was substantial, impacting the organisation's capabilities and its culture.

Exit interviews indicated that the number one reason for staff departures was poor relationships with managers and supervisors. With competition intensifying for highly skilled people, the organisation could not afford to continue with the status quo.

• Increased levels of openness, adaptability and empathy.
• Increased flexibility which encouraged greater creativity and empowerment.
• Reduced stress.

Improving leaders’ emotional intelligence can make a big difference to the atmosphere at work but change will not happen overnight. Engineers and technical folk respond well to objective data, not general statements. [The programme] took what is an academic concept and broke it down into manageable chunks of information . . . It took a technical approach in that the skills were broken down into components and explained in a way that made sense to them.

Sandra James, Senior Manager, Boeing Defence Australia

Company: Oracle Industry: Software RocheMartin solution used: Tailored Sales EQ Development

Oracle, an international software company, recognised the need to improve the soft skills  and relationship-building capabilities of its salesforce.

They believed that people buy from people they like, know and trust, and so they wanted their sales teams to better understand customer behaviours and emotional drivers. To support this, Oracle also wanted their salesforce to better understand their own emotional skills and to build stronger business relationships.

Increase in positivity

Increase in confidence

The RocheMartin Emotional Intelligence platform has completely transformed our business development culture. Our sales team are more confident in their approach and this has led to exceptional commercial results.

Daniel Van den Broeck, Senior Vice President, Applications Northern Europe

Company: People Resources Industry: Consultancy RocheMartin solution used: The ECR

People Resources founder Deirdre Murray was first introduced to Emotional Intelligence more than 20 years ago. As her career developed and she specialised in organisational behaviour, she recognised the impact EQ could have on corporate leaders.

Initially certified with another EQ framework, she found that it was not specific to leadership and the daily challenges senior leaders face. She was searching for a user-friendly, well organised, and easy-to-follow   EQ framework   that offered instant credibility with both senior leaders and the HR teams of multinational organisations. RocheMartin’s   Emotional Capital framework , and its suite of ECR tools, fit the bill perfectly.

• Our framework provided the credibility and impact needed to secure the future of People Resources.
• Using the ECR has helped them to expand at a rapid rate. 
• They have secured long-term client engagements.

Emotional Intelligence training is key imperative for business leaders. EQ encourages leaders to develop self-awareness of their own emotional intelligence and develop their teams in a much more responsive way. Leadership development programmes that don’t have EQ as a key component are missing out on something essential.” Working with RocheMartin over the last 20 years and its solutions has been excellent. Dr Martyn Newman is inspirational. He’s developed all the products and made them very user-friendly .

Deirdre Murray, Founder, People Resources

Company: Diadem Performance Industry: Coaching RocheMartin solution used: The ECR

Diadem Performance specialises in training and coaching middle and senior management from small to large organisations to develop their commercial soft skills. They have identified several core competencies that are crucial to success when you are developing skills in negotiation ,  sales ,  management  and  leadership .

However, Diadem needed a way to codify those skills and provide a measurable framework against which its clients could track their progress.

• Certification unlocked new sales opportunities and strengthened their market positioning.
• They are able to offer effective coaching and guidance to professionals at all stages of their careers.
• They joined a coaching network to share best practices and peer-to-peer advice. 

One of the best features of the ECR lies in its accessibility. So many reports tend to overcomplicate things, whereas the ECR makes it easy for the user to gain real insight and understanding. Rather than focusing on the theory, the ECR gives them the information they need to move forward in their learning, either independently or with the support of a coach.

Nicole Soames, Founder, Diadem Performance

Company: People Dimensions International  Consultants Industry: Consultancy RocheMartin solution used: The ECR

PDI needed a new tool to facilitate leadership growth and transform performance across its leadership journey modules. But its diverse client base meant that finding an appropriate tool was not straightforward. PDI had strict criteria to satisfy. First, its chosen tool had to enjoy scientific validity and global recognition. This was essential in building credibility with its clients. The chosen tool also had to be able to cascade culturally across an entire organisation and still maintain relevance in different regions in the world. PDI turned to the ECR – and hasn’t looked back.

• Thye secured the backing of C-suite figures and company-wide engagements.
• PDI coachees developed a confident, optimistic, and positive attitude towards learning.
• The ECR helped them to grow their business over time.

“The experience of working with RocheMartin has been seamless. The team there is highly collaborative, very engaged, and it’s very easy to work with them. On top of that, the ECR speaks for itself. It’s user-friendly, the validations are strong, it gives really good quality information and data, and the different content you get from the ECR 360 gives you great material to develop rich coaching conversations. It’s definitely our tool of choice.”

Tony O’Connor, Founder, People Dimensions International

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Case Studies

Make Your Note

Case Study - 27: Emotional Intelligence in Corporate Offices

• 15 Oct 2022

Ranbir is the Chief executive officer of a company. The Company has been growing and has recruited quite a few specialists recently. The functional heads in the company have to meet their staff in an open meeting every two months. Ranbir detested these meetings. It was open to everyone in the office. The staff came up with a long list of trivial and tiresome complaints and grievances. They repeated the same things and spoke at length. Even when the staff knew of the constraints, they went on with their complaints. They wanted more space for lounge, for bathrooms and crèche. Ranbir pointed to lack of space, and yet the staff continued to complain. Ranbir cultivated a habit of sitting through the meeting with a cheerful face, but with his mind switched off from the proceedings. The meeting became a tiresome ritual he had to get through.

Due these issues many employees had left the company and its further hampering the Business of the company.

Q. In Ranbir’s situation what action would you have taken and why?

The question focuses on understanding the needs of a team and the leader’s role in resolution of mundane problems of the team members. The source of the problem in this case is perhaps rooted in the fact that success of the company has brought forth induction of new team members and the present accommodation has thereby become inadequate and the situation had become worse due to Ranbir's attitude towards the grievances of the employees, lackadaisical approach towards the meeting with the employees.

Stakeholders involved in the case are:

• Company’s Ceo
• Employees of the Company
• New & old employees
• Shareholders of the Company

The situational challenges that are faced by the CEO are:

• Crisis Management: Handling crisis efficiently with limited resources and without or minimum adverse effects on the employees.
• Timely decision making to prevail the healthy work culture in the office and trust among the public for efficient decision making.
• Conflict management: Conflict management is another skill that managers need. The conflicts here mean the quarrels and disputes which frequently arise in organizations.

Ethical Components that could be utilised:

• Emotional Intelligence: Emotional intelligence refers to ‘the ability to identify one’s own emotions and those of others, harness and apply them to tasks, and to regulate and manage them.
• Emotional Quotient (EQ): It is a measure of one’s EI i.e., through a standardized test, one’s awareness of emotions in relation to self and others is known.
• Empathy: It is an awareness of the needs and feelings of others both individually and in groups, and being able to see things from the point of view of others.
• Social Skills: It is applying empathy and balancing the wants and requirements of others with one’s. It includes building good rapport with others.

CEO’s course of action to resolve the issue,

• Cleaning Toilet : Taking very small steps to impress the employees like cleaning toilet on regular basis, but the problem is of space and not cleanliness, this step could impress the employees for few days but it would not be the final solution.
• By Carefully listening to the employee’s and then solving their problem are marks of sincere concern for any individual or group as a whole. Leaders in office need to show this quality. So, he has to be attentive however much he dislikes the grievances or narration thereof in the meetings.
• He need not switch off in the meeting, rather he should listen to the grievances of the employees more empathically. These meetings serve a purpose. If he ignores all that the staff members have to say, the present employees could also resign. He has also to be responsive to what staff members say.
• Ignoring their Demands: He can ignore their demand and work as nothing has happened, but this step could hamper the productivity and future prospect of the company.
• Work from Home alternative: This step could be the possible alternative, as by providing hybrid model of work, it will ease the problem of space as employees can easily work from home and some employees can still come to office, so it eases the pressure on the office infrastructure.
• Allocation of office space on rent: By allocating a separate rental office space nearby only for temporary period till the proper office space is not required could solve the problems of faced by employees and satisfy all the parties to the dispute.

The conflict can only be resolved through the collective effort by all the stakeholders involved in the situation, where the company need to take initiatives to improve emotional intelligence, empathy and emotional quotient among its CEO, employees and other staff, so, there could be an open discussion and employees can freely express their concerns and CEO and management of the company should listen to the problems more attentively and should take proper measures to address the issues in due time.

• DOCTORAL PROGRAMS
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• Do Emotional Intelligence Programs Work?
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• Emotional & Social Competence Inventory-University (ESCI-U)
• Geneva Emotional Competence Test
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• Team Emotional Intelligence (TEI)
• Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
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The Business Case for Emotional Intelligence

The following 19 points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations. The Consortium also invites submissions of other research for the Business Case. All submissions will be reviewed to determine their suitability. If you have research findings that you think might help build the business case, submit them by clicking here.  

1) The US Air Force used the EQ-I to select recruiters (the Air Force’s front-line HR personnel) and found that the most successful recruiters scored significantly higher in the emotional intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional Self Awareness. The Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually. These gains resulted in the Government Accounting Office submitting a report to Congress, which led to a request that the Secretary of Defense order all branches of the armed forces to adopt this procedure in recruitment and selection. (The GAO report is titled, "Military Recruiting: The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this information.)

2) Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).

3) An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).

4) In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. In the most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200 companies and organizations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to emotional competence.)

5) At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).

6) In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997).

7) In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies such as initiative, self-confidence, and leadership, only 6% left in two years. Furthermore, the executives selected based on emotional competence were far more likely to perform in the top third based on salary bonuses for performance of the divisions they led: 87% were in the top third. In addition, division leaders with these competencies outperformed their targets by 15 to 20 percent. Those who lacked them under-performed by almost 20% (McClelland, 1999).

8) Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.

9) After supervisors in a manufacturing plant received training in emotional competencies such as how to listen better and help employees resolve problems on their own, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996). In another manufacturing plant where supervisors received similar training, production increased 17 percent. There was no such increase in production for a group of matched supervisors who were not trained (Porras & Anderson, 1981).

10) One of the foundations of emotional competence -- accurate self-assessment -- was associated with superior performance among several hundred managers from 12 different organizations (Boyatzis, 1982).

11) Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain. The most successful store managers were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990).

12) Optimism is another emotional competence that leads to increased productivity. New salesmen at Met Life who scored high on a test of "learned optimism" sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990).

13) A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997).

14) For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria (Hay/McBer Research and Innovation Group, 1997).

15) At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year (Hay/McBer Research and Innovation Group, 1997).

16) For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures. The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures.

17) The following description of a "star" performer reveals how several emotional competencies (noted in italics) were critical in his success: Michael Iem worked at Tandem Computers. Shortly after joining the company as a junior staff analyst, he became aware of the market trend away from mainframe computers to networks that linked workstations and personal computers (Service Orientation). Iem realized that unless Tandem responded to the trend, its products would become obsolete (Initiative and Innovation). He had to convince Tandem’s managers that their old emphasis on mainframes was no longer appropriate (Influence) and then develop a system using new technology (Leadership, Change Catalyst). He spent four years showing off his new system to customers and company sales personnel before the new network applications were fully accepted (Self-confidence, Self-Control, Achievement Drive) (from Richman, L. S., "How to get ahead in America," Fortune, May 16, 1994, pp. 46-54).

18) Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained.

19) The most successful debt collectors in a large collection agency had an average goal attainment of 163 percent over a three-month period. They were compared with a group of collectors who achieved an average of only 80 percent over the same time period. The most successful collectors scored significantly higher in the emotional intelligence competencies of self-actualization, independence, and optimism. (Self-actualization refers to a well-developed, inner knowledge of one's own goals and a sense of pride in one's work.) (Bachman et al., 2000).

References Bachman, J., Stein, S., Campbell, K., & Sitarenios, G. (2000). Emotional intelligence in the collection of debt. International Journal of Selection and Assessment , 8(3), 176-182.

Boyatzis, R. E. (1999). From a presentation to the Linkage Conference on Emotional Intelligence, Chicago, IL, September 27, 1999.

Boyatzis, R. (1982). The competent manager: A model for effective performance . New York: John Wiley and Sons.

Goleman, D. (1998). Working with emotional intelligence . New York: Bantam.

Hay/McBer Research and Innovation Group (1997). This research was provided to Daniel Goleman and is reported in his book (Goleman, 1998).

Hunter, J. E., Schmidt, F. L., & Judiesch, M. K. (1990). Individual Differences in Output Variability as a Function of Job Complexity. Journal of Applied Psychology , 75, 28-42.

Lusch, R. F., & Serpkeuci, R. (1990). Personal differences, job tension, job outcomes, and store performance: A study of retail managers. Journal of Marketing .

McClelland, D. C. (1999). Identifying competencies with behavioral-event interviews. Psychological Science , 9(5), 331-339.

Pesuric, A., & Byham, W. (1996, July). The new look in behavior modeling. Training and Development , 25-33.

Porras, J. I., & Anderson, B. (1981). Improving managerial effectiveness through modeling-based training. Organizational Dynamics , 9, 60-77.

Richman, L. S. (1994, May 16). How to get ahead in America. Fortune , 46-54.

Seligman, M. E. P. (1990). Learned optimism . New York: Knopf.

Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance . New York: John Wiley and Sons.

Spencer, L. M. J., McClelland, D. C., & Kelner, S. (1997). Competency assessment methods: History and state of the art . Boston: Hay/McBer.

Walter V. Clarke Associates. (1996). Activity vector analysis: Some applications to the concept of emotional intelligence . Pittsburgh, PA: Walter V. Clarke Associates.

News and Events

Check out our new EVENTS section to find out about the latest conferences and training opportunities involving members of the EI Consortium.

NEW Doctoral Program in Organizational Psychology

Rutgers University - Graduate School of Applied and Professional Psychology (GSAPP) is now offering a doctoral program in Organizational Psychology and is accepting applications for students. The Consortium for Research on Emotional Intelligence in Organizations is headquartered within Rutgers, providing students the opportunity to conduct research and collaborate with leading experts in the field of emotional intelligence. Click here for additional information.

NEW Research Fellowship

think2perform Research Institute’s Research Fellowship program invites proposals from doctoral candidates, post-docs and junior faculty pursuing self-defined research focused on moral intelligence, purpose, and/or emotional intelligence. Click here for more information.

Listen to Consortium member Chuck Wolfe interview some of the thought leaders in emotional intelligence.

Harvard Alumni Panel - Why is interest in Emotional Intelligence Soaring?

Consortium member Chuck Wolfe hosts a panel of world class leaders in the field of emotional intelligence (EI) to talk about why interest in EI is soaring. Panel members include EI Consortium members Dr. Richard Boyatzis , Dr. Cary Cherniss and Dr. Helen Riess . Click here to view the panel discussion.

Interview with Dr. Cary Cherniss and Dr. Cornelia Roche

Host, Chuck Wolfe interviews Drs. Cary Cherniss and Cornelia Roche about their new book Leading with Feeling: Nine Strategies of Emotionally Intelligent Leadership . The authors share powerful stories of cases involving outstanding leaders using strategies that can be learned that demonstrate effective use of emotional intelligence. Click here to see the interview.

Interview with Dr. Rick Aberman

See Chuck Wolfe interview Consortium member and sports psychologist Dr. Rick Aberman on peak performance and dealing with the pandemic. The interview is filled with insights, humorous anecdotes, and strategies for achieving peak performance in athletics and in life. Click here to see the interview.

Interview with Dr. David Caruso

Chuck Wolfe interviews Consortium member David Caruso talking about their work together, the ability model of emotional intelligence, and insights into how to use emotional intelligence to address staying emotionally and mentally healthy during times of crisis and uncertainty. Click  here   to listen to the interview.

Interview with Dr. Richard Boyazis

How can you help someone to change? Richard Boyatzis is an expert in multiple areas including emotional intelligence. Richard and his coauthors, Melvin Smith, and Ellen Van Oosten , have discovered that helping people connect to their positive vision of themselves or an inspiring dream or goal they've long held is key to creating changes that last. In their book Helping People Change the authors share real stories and research that shows choosing a compassionate over a compliance coaching approach is a far more engaging and successful way to Helping People Change. Click  here   to listen to the interview.

Interview with Dr. Marc Brackett

Marc Brackett , Director of the Yale Center for Emotional Intelligence, has written a wonderful book about feelings. I worked with Marc when he was first crafting his world class social and emotional learning program, RULER. Our interview highlights how Marc has achieved his own and his Uncle's vision for encouraging each of us to understand and manage our feelings. My conversation with Marc is inspiring, humorous, and engaging at times. Click here to listen to the interview.

Interview with Dr. Helen Riess

Helen Riess is a world class expert on empathy. She is an associate clinical professor of psychiatry at Harvard Medical School and director of the Empathy and Relational Science Program at Mass General Hospital. Helen discusses her new book and shares insights, learnings and techniques such as the powerful seven-step process for understanding and increasing empathy. She relates information and cases whereby she uses empathy to make a meaningful difference in areas such as parenting and leading. Click here to listen to the interview.

Interview with Dr. Maurice Elias

The show is about the Joys and Oys of Parenting , a book written by a respected colleague, Dr. Maurice Elias, an expert in parenting and emotional and social intelligence. Dr. Elias wrote a book tying Judaism and emotional intelligence together to help parents with the challenging, compelling task of raising emotionally healthy children. And while there are fascinating links to Judaism the book is really for everybody. Click here to listen to the interview.

Interview with Geetu Bharwaney

Challenges abound and life is stressful for many. So how do we cope? Chuck Wolfe interviews Geetu Bharwaney about her book, Emotional Resilience . Geetu offers research, insights, and most importantly practical tips for helping people bounce back from adversity. Click here to listen to the interview.

Interview with Dr. Daniel Goleman

Listen to an interview by with Dr. Goleman on his new book Focus: The Hidden Driver of Excellence . In the book Dan helps readers to understand the importance and power of the ability to focus one's attention, will power, and cognitive control in creating life success. Click here to listen to the interview.

Interview with Dr. John Mayer

How Personal Intelligence Shapes Our Lives: A Conversation with John D. Mayer. From picking a life partner, to choosing a career, Jack explains how personal intelligence has a major impact on our ability to make successful decisions. Click here to listen to the interview.

Interview with Dr. Cary Cherniss

Click HERE to listen to an interview with Dr. Cary Cherniss co-chair of the EI Consortium. Dr. Cherniss discusses the issue of emotional intelligence and workplace burnout.

Click HERE to listen to an interview with Dr. Marc Brackett , the newly appointed leader of the Center of Emotional Intelligence which will begin operation at Yale University in April, 2013. In this interview Dr. Brackett shares his vision for the new center.

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The Business Case for Emotional Intelligence in Management

By Cary Cherniss Graduate School of Applied and Professional Psychology (GSAPP) Rutgers University

This classic study by Dr. Cherniss from Rutgers University effectively builds the case for creating emotional intelligence enhancing leadership development programs and sponsoring one-on-one executive coaching engagements to build the critical emotional intelligence competencies necessary for management success.

The following 19 points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations.

• The US Air Force used the EQ-I to select recruiters (the Air Force's front-line HR personnel) and found that the most successful recruiters scored significantly higher in the emotional intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional Self Awareness. The Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually. These gains resulted in the Government Accounting Office submitting a report to Congress, which led to a request that the Secretary of Defense order all branches of the armed forces to adopt this procedure in recruitment and selection. (The GAO report is titled, "Military Recruiting: The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this information.)

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• Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners—a 139 percent incremental gain (Boyatzis, 1999).
• An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).
• In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. In the most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200 companies and organizations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to emotional competence.)
• At L'Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company's old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).
• In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997).
• In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies such as initiative, self-confidence, and leadership, only 6% left in two years. Furthermore, the executives selected based on emotional competence were far more likely to perform in the top third based on salary bonuses for performance of the divisions they led: 87% were in the top third. In addition, division leaders with these competencies outperformed their targets by 15 to 20 percent. Those who lacked them under-performed by almost 20% (McClelland, 1999).
• Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.
• After supervisors in a manufacturing plant received training in emotional competencies such as how to listen better and help employees resolve problems on their own, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996). In another manufacturing plant where supervisors received similar training, production increased 17 percent. There was no such increase in production for a group of matched supervisors who were not trained (Porras & Anderson, 1981).
• One of the foundations of emotional competence -- accurate self-assessment -- was associated with superior performance among several hundred managers from 12 different organizations (Boyatzis, 1982).
• Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain. The most successful store managers were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990).
• Optimism is another emotional competence that leads to increased productivity. New salesmen at Met Life who scored high on a test of "learned optimism" sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990).
• A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997).
• For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria (Hay/McBer Research and Innovation Group, 1997).
• At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year (Hay/McBer Research and Innovation Group, 1997).
• For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures. The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures.
• The following description of a "star" performer reveals how several emotional competencies (noted in italics) were critical in his success: Michael Iem worked at Tandem Computers. Shortly after joining the company as a junior staff analyst, he became aware of the market trend away from mainframe computers to networks that linked workstations and personal computers (Service Orientation). Iem realized that unless Tandem responded to the trend, its products would become obsolete (Initiative and Innovation). He had to convince Tandem's managers that their old emphasis on mainframes was no longer appropriate (Influence) and then develop a system using new technology (Leadership, Change Catalyst). He spent four years showing off his new system to customers and company sales personnel before the new network applications were fully accepted (Self-confidence, Self-Control, Achievement Drive) (from Richman, L. S., "How to get ahead in America," Fortune, May 16, 1994, pp. 46-54).
• Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained.
• The most successful debt collectors in a large collection agency had an average goal attainment of 163 percent over a three-month period. They were compared with a group of collectors who achieved an average of only 80 percent over the same time period. The most successful collectors scored significantly higher in the emotional intelligence competencies of self-actualization, independence, and optimism. (Self-actualization refers to a well-developed, inner knowledge of one's own goals and a sense of pride in one's work.) (Bachman et al., 2000).
• Bachman, J., Stein, S., Campbell, K., & Sitarenios, G. (2000). Emotional intelligence in the collection of debt. International Journal of Selection and Assessment, 8(3), 176-182.
• Boyatzis, R. E. (1999). From a presentation to the Linkage Conference on Emotional Intelligence, Chicago, IL, September 27, 1999.
• Boyatzis, R. (1982). The competent manager: A model for effective performance. New York: John Wiley and Sons.
• Goleman, D. (1998). Working with emotional intelligence. New York: Bantam.
• Hay/McBer Research and Innovation Group (1997). This research was provided to Daniel Goleman and is reported in his book (Goleman, 1998).
• Hunter, J. E., Schmidt, F. L., & Judiesch, M. K. (1990). Individual Differences in Output Variability as a Function of Job Complexity. Journal of Applied Psychology, 75, 28-42.
• Lusch, R. F., & Serpkeuci, R. (1990). Personal differences, job tension, job outcomes, and store performance: A study of retail managers. Journal of Marketing.
• McClelland, D. C. (1999). Identifying competencies with behavioral-event interviews. Psychological Science, 9(5), 331-339.
• Pesuric, A., & Byham, W. (1996, July). The new look in behavior modeling. Training and Development, 25-33.
• Porras, J. I., & Anderson, B. (1981). Improving managerial effectiveness through modeling-based training. Organizational Dynamics, 9, 60-77.
• Richman, L. S. (1994, May 16). How to get ahead in America. Fortune, 46-54.
• Seligman, M. E. P. (1990). Learned optimism. New York: Knopf.
• Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons.
• Spencer, L. M. J., McClelland, D. C., & Kelner, S. (1997). Competency assessment methods: History and state of the art. Boston: Hay/McBer.
• Walter V. Clarke Associates. (1996). Activity vector analysis: Some applications to the concept of emotional intelligence. Pittsburgh, PA: Walter V. Clarke Associates.

Published with permission from: www.eiconsortium.org Publication date: 1999

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The Business Case for Emotional Intelligence

Review of research synthesized into a practical case for business leaders about the benefits of emotional intelligence on leadership, customers, employees, and the bottom line.

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Why Emotional Intelligence Is Important in Leadership

• 03 Apr 2019

The technical skills that helped secure your first promotion might not guarantee your next. If you aspire to be in a leadership role, there’s an emotional element you must consider. It’s what helps you successfully coach teams, manage stress, deliver feedback, and collaborate with others.

It’s called emotional intelligence, and it's one of the most sought-after interpersonal skills in the workplace. In fact, 71 percent of employers value emotional intelligence more than technical skills when evaluating candidates.

Access your free e-book today.

What Is Emotional Intelligence?

Emotional intelligence is the ability to understand and manage your emotions, as well as recognize and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey but was later popularized by psychologist Daniel Goleman.

More than a decade ago, Goleman highlighted the importance of emotional intelligence in leadership, telling the Harvard Business Review , “The most effective leaders are all alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but...they are the entry-level requirements for executive positions.”

Check out our video on emotional intelligence below, and subscribe to our YouTube channel for more explainer content!

Over the years, emotional intelligence—also known as EQ—has evolved into a must-have skill. Research by EQ provider TalentSmart shows that it's the strongest predictor of performance, further illustrating why emotional intelligence is important. Employees with high emotional intelligence are more likely to stay calm under pressure , resolve conflict effectively, and respond to co-workers with empathy.

How to Identify a Lack of Emotional Intelligence

A lack of emotional intelligence skills often results in workplace conflicts and misunderstandings. This dynamic often stems from an inability to recognize or comprehend emotions.

One of the most common indicators of low emotional intelligence is difficulty managing and expressing emotions. You might struggle with acknowledging colleagues' concerns appropriately or wrestle with active listening.

Consider the relationships you have with your co-workers. Ask yourself:

• Are your conversations strained?
• Do you repeatedly blame others when projects don’t go as planned?
• Are you prone to outbursts?

These are all signs of a lack of emotional intelligence.

It's important to cultivate social skills by understanding and practicing empathy and the core components of emotional intelligence.

The Four Components of Emotional Intelligence

Emotional intelligence is typically broken down into four core competencies:

• Self-awareness
• Self-management
• Social awareness
• Relationship management

To develop your emotional intelligence , it’s important to understand what each element entails. Here's a deeper dive into the four categories.

1. Self-Awareness

Self-awareness is at the core of everything. It describes your ability to not only understand your strengths and weaknesses, but to recognize your emotions and their effect on you and your team’s performance.

According to research by organizational psychologist Tasha Eurich , 95 percent of people think they’re self-aware, but only 10 to 15 percent actually are, and that can pose problems for your employees. Working with colleagues who aren’t self-aware can cut a team’s success in half and, according to Eurich’s research, lead to increased stress and decreased motivation.

To bring out the best in others, you first need to bring out the best in yourself, which is where self-awareness comes into play. One easy way to assess your self-awareness is by completing 360-degree feedback, in which you evaluate your performance and then match it up against the opinions of your boss, peers, and direct reports. Through this process, you’ll gain insights into your own behavior and discover how you’re perceived in the organization.

2. Self-Management

Self-management refers to the ability to manage your emotions, particularly in stressful situations, and maintain a positive outlook despite setbacks. Leaders who lack self-management tend to react and have a harder time keeping their impulses in check.

A reaction tends to be automatic. The more in tune you are with your emotional intelligence, however, the easier you can make the transition from reaction to response. It's important to pause, breathe, collect yourself, and do whatever it takes to manage your emotions—whether that means taking a walk or calling a friend—so that you can more appropriately and intentionally respond to stress and adversity.

Related : 4 Tips for Growing Your Professional Network

3. Social Awareness

While it’s important to understand and manage your emotions, you also need to know how to read a room. Social awareness describes your ability to recognize others’ emotions and the dynamics in play within your organization.

Leaders who excel in social awareness practice empathy. They strive to understand their colleagues’ feelings and perspectives, which enables them to communicate and collaborate more effectively with their peers.

Global leadership development firm DDI ranks empathy as the number one leadership skill , reporting that leaders who master empathy perform more than 40 percent higher in coaching, engaging others, and decision-making. In a separate study by the Center for Creative Leadership , researchers found that managers who show more empathy toward their direct reports are viewed as better performers by their bosses.

By communicating with empathy, you can better support your team, all while improving your individual performance.

4. Relationship Management

Relationship management refers to your ability to influence, coach, and mentor others, and resolve conflict effectively.

Some prefer to avoid conflict, but it’s important to properly address issues as they arise. Research shows that every unaddressed conflict can waste about eight hours of company time in gossip and other unproductive activities, putting a drain on resources and morale.

If you want to keep your team happy, you need to have those tough conversations. In a survey by the Society for Human Resource Management , 72 percent of employees ranked “respectful treatment of all employees at all levels” as the top factor in job satisfaction.

How to Strengthen Your Emotional Intelligence

As a leader, strengthening your emotional intelligence requires strong self-awareness. There are several ways you can develop self-awareness, including:

• Journaling : Record and reflect daily on how your emotions influenced your decision-making, interactions, and meetings—whether positive or negative—so you know what to repeat or avoid in the future.
• Undergo a 360-degree assessment : Actively seek feedback from your manager, colleagues, and peers while also undergoing an individual self-assessment. Comparing the results will surface any blindspots or leadership gaps.
• Practice active listening : Put away distractions, focus on what the speaker is saying, and show you’re engaged by paraphrasing and using non-verbal cues like nodding.
• Pay attention to your emotions : If you start feeling a particularly strong emotion, reflect on why you’re feeling that way and what prompted the strong emotional response. This will help you become more aware of your emotions and better understand your colleagues’ feelings and perspectives.
• Take an online course or training : Dive deeper into emotional intelligence through a flexible online program, such as HBS Online’s Leadership Principles course, which provides a 360-degree assessment to help you better understand your strengths and weaknesses.

These foundational steps in self-awareness and empathy are essential for building a robust emotional intelligence framework. They set the stage for a deeper exploration of the four core competencies crucial for effective leadership.

How Emotional Intelligence Can Make Leaders More Effective

Leaders set the tone of their organizations. If they lack emotional intelligence, it could have more far-reaching consequences, resulting in lower employee engagement and a higher turnover rate.

While you might excel at your job technically, if you can’t effectively communicate with your team or collaborate with others, those technical skills will get overlooked.

Emotional intelligence can enhance your ability to manage interpersonal relationships, which is crucial for fostering positive team dynamics, empathy, and effective collaboration. By mastering emotional intelligence, you can continue to advance your career and organization .

Do you want to enhance your leadership skills ? Download our free leadership e-book and explore our online course Leadership Principles to discover how you can become a more effective leader and unleash the potential in yourself and others.

This post was updated on June 11, 2024. It was originally published on April 3, 2019.

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The Amadori Case: Supplying McDonalds

This study answers 3 questions: 

Does Emotional intelligence affect Individual Performance?

Does Emotional Intelligence affect Organization Engagement?

Does Organizational Engagement impact Organizational Performance?

A three-year study of AMADORI, a supplier of McDonald’s in Europe, assesses links between emotional intelligence, individual performance, organizational engagement, and organizational performance.  Emotional intelligence was found to predict 47% of the variation in manager’s performance management scores.  Emotional intelligence was also massively correlated with increased organizational engagement with 76% of the variation in engagement predicted by manager EQ.  Finally, plants with higher organizational engagement achieved higher bottom-line results building a link between EQ->Engagement->Performance.  During this period, employee turnover also dropped by 63%.

Emotional Intelligence Impacts Performance

Of variation in managers' performance scores is predicted by eq, of variation in organizational engagement scores is predicted by eq, is the difference in performance scores between highest and lowest-engagement workplaces, how can emotional intelligence help….

Grow A Manager’s Performance

In this study, the variation in managers’ performance scores was largely predicted by emotional intelligence scores. Learn More

Increase Organization-Wide Engagement

Organizations with high EQ managers are significantly more likely to score high in engagement . Learn More

Create Better Performance

Organizations with high engagement scores and high EQ managers are more productive and have higher employee retention rates. Learn More

“We can certainly say…

that the Six Seconds training proved decisive in pushing managers and middle managers towards improving their leadership skills. Within a few years of using the performance and talent management system, we have witnessed an improvement of the managerial competencies of the whole organization, and especially in those of middle management.”

-Paolo Pampanini, HR Director, AMADORI

1. Does EQ Affect Individual Performance?

To assess this question, two variables were evaluated:  EQ scores and Performance scores. EQ scores were measured using Six Seconds’ SEI Assessment. Performance scores were measured using AMADORI’s Performance Management System. The sample was 147 of AMADORI’s managers and middle managers.

The managers in the top 25% of EQ scored higher on the company’s performance management system:

• Highest 25% of EQ
• Lowest 25% of EQ

EQ Scores Predicted 47% of The Variation in Managers’ Performance Results

To assess the power of the relationship between EQ and performance, a linear regression analysis was conducted, revealing a statistically significant positive relationship between the managers‘ EQ scores and their Results scores.

Discussion: EQ & Individual Performance

While many studies correlate emotional intelligence with business performance, this finding is unique because of the strong, significant link between the “hard” outcome of results and the “soft skills” of emotional intelligence.  Since we know that emotional intelligence is learnable, this finding suggests that massive individual performance benefits can be reached by developing these skills, and by selecting managers who already exhibit these skills.

It’s also worth noting that unlike many of the other studies of emotional intelligence, this study is looking at an industrial sector.  Thus, even in a basic infrastructure industry, it appears that emotional intelligence is a critical success factor.  

2. Does EQ Affect Organizational Engagement?

To assess this question, two variables were evaluated:  EQ scores and Engagement Index scores. The sample for EQ scores was 147 of AMADORI’s managers and middle managers and the sample for Engagement Index scores was three of AMADORI’s largest production plants.

The plants with the highest EQ managers scored higher on the Organizational Engagement Index:

• Plant with Lowest EQ Manager
• Plant with Mid-EQ Manager
• Plant with Highest EQ Managers

Manager EQ Scores Predicted 76% of Employee Engagement

To assess the power of the relationship between managers’ EQ and organizational engagement, a linear regression analysis was conducted, revealing a statistically significant positive relationship between the managers‘ EQ scores and employee engagement scores.

Discussion: EQ & Organizational Engagement

The managers’ level of emotional intelligence appears to positively influence employee engagement.  While this is a small number of plants, the trend is very powerful.  In this sample, 76% of the variation in engagement is predicted by variation in manager EQ — suggesting that increasing manager EQ is imperative for organizations concerned with increasing employee engagement.

3. Does Organizational Engagement Impact Organizational Performance?

To assess this question, two variables were evaluated: Organizational Engagement Index scores and Plant Performance scores. The Organizational Vitality Signs assessment was given to AMADORI’s three largest plants to measure engagement, and AMADORI’s own Global Key Performance Indicator assessment was given to each plant to measure Plant Performance.

The Plant with the lowest level of engagement performed the worst:

• Plant with Lowest Engagement
• Plant with Medium-High Engagement
• Plant with Highest Engagement

High Plant Engagement Correlated with Highest Employee Retention Rate

To assess the power of the relationship between organizational engagement and retention rates, a linear regression analysis was conducted, revealing a statistically significant positive relationship between organizational engagement and retention rates.

Discussion: Engagement & Organizational Performance

While the link between engagement and outcomes as measured by the OVS is well established, this study provides an important additional ingredient.  The objective performance data from the company’s Key Performance Indicator substantiates the link between employee engagement and performance.  Further, this finding adds evidence that the outcomes measure by the Organizational Vital Signs assessment are linked to “real world” performance.

The study provides evidence to affirm the three of the questions:

• Does Emotional intelligence affect Individual Performance?   Yes, strongly.
• Does Emotional Intelligence affect Organization Engagement?   Yes .
• Does Organizational Engagement impact Organizational Performance?  Yes .

There is strong evidence that emotional intelligence is predictive of individual performance; we found that 47% of the variation in performance is predicted by variation in EQ.  Plants with more emotionally intelligent managers had higher organizational engagement.  Plants with higher organizational engagement reached better performance.

It appears that Emotional Intelligence, as measured by the Six Seconds Emotional Intelligence Assessment, is a significant (perhaps even essential) capacity not only for individuals but also for entire organizations.  These findings suggest that emotional intelligence and organizational engagement are key drivers of performance. 

63% Reduction in Personnel Turnover

In addition to the results of the study, one striking result was a drastic 63% reduction of personnel turnover of Amadori’s sales force.  Sales managers participated in the EQ training, and the competency framework and manager-coach process was extended to the external sales force (300 sales agents all over Italy).  The employee turnover rates are shown in this graph:

• 2010 Turnover Rate
• 2011 Turnover Rate
• 2012 Turnover Rate

Recommendations

For other companies considering this type of implementation, there were several “lessons learned” in the Amadori case.  The first is the value of metrics.  The project started with robust data and the creation of a meaningful performance management system.  

Many organizations are moving toward a “balanced scorecard” approach to performance management.  It can be a difficult transition when most operations have traditionally only focused on results.  Senior leaders need to be very serious if they are going to commit to measure both the “what” and “how.”  In this case, we can see that focus is part of the bottom line too.  It’s about having a longer-term vision; if we only focus on the short-term, “good results” in one quarter could actually be undermining value.  When those results are created in a healthy way, the organization becomes stronger.

These systems are often imperfect, but Pampanini points out that it’s important to have the data and refine.  Using tools like SEI and VS provided normative data that is robust and meaningful for individuals as well as the whole organizations.

This “refining” concept is consistent with the best practices of the Change MAP process.  The three stages of Engage, Activate, Reflect are presented in a cycle.  A multi-year project goes through this cycle many times, continuously building awareness and commitment.  As the project progresses, the people involved become more deeply engaged and build the emotional energy that brings others along (shown in the graphic to the right, the feelings on the outer ring become a driving force for continuous improvement as a learning organization).

Finally, Pampanini points to the importance of HR working strategically as a partner to operational leadership: “We believe that HR systems can produce value only if properly executed by the people within the company. This is why investing in the development  of emotional intelligence for all key managers is a critical success factor.”

“This is why investing in the development  of emotional intelligence for all key managers is a critical success factor.”

This study originally published April 3, 2013, updated Feb 5, 2019

The Authors

Lorenzo Fariselli

Regional Network Director, Six Seconds Italy

Joshua Freedman

CEO, Six Seconds

Massimiliano Ghini

CEO, MGMTLab

In Collaboration with Fabio Barnabè and Erika Paci of Gruppo Amadori 

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Emotional intelligence impacts on work performance: the case in telecommunication malaysia research company.

• Mohd Shazni Suhairy , 
• Norliza Mohamed , 
• Norulhusna Ahmad , 
• Hazilah Mad Kaidi , 
• Rudzidatul Akmam Dziyauddin , and 
• Suriani Mohd Sam

Razak Faculty of Technology and Informatics, Universiti Teknologi Malaysia, Jalan Sultan Yahya Petra, Kuala Lumpur 54100, Malaysia

Search for more papers by this author

E-mail Address: [email protected]

Corresponding Author.

The study of the correlation between Emotional Intelligence (EI) and work performance is crucial for the organisation. Some of the organisations do not consider EI skills as the work performed. This study investigates the correlation between EI and the work performance of a telecommunication research company in Malaysia. There are 66 participants involved in this study: senior researchers and researchers. A set of questionnaires was distributed to assess their employees’ background, EI, and work performance. As a predictor of research employees’ work performance and EI, the results show that EI had a significant positive relationship with work performance. The findings also show that employees with high EI experience a greater level of task performance. Moreover, the authors also present the relationship of EI with work performance over employees’ background such as gender, marital status, age and work experience. It was found that married employees have a higher correlation than single employees. The study recommends that organisations introduce EI development programs for existing staff to improve their performance at work.

• Emotional intelligence
• work performance
• correlation
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Received 5 August 2021 Revised 17 December 2021 Accepted 20 December 2021 Published: 29 April 2022

50 Practical Examples of High Emotional Intelligence

Emotional intelligence (EI) or Emotional Quotient (EQ) is a type of social intelligence that involves the ability to manage and monitor one’s own as well as other’s emotions, to discriminate among them, and to use the information to guide one’s thinking and actions (Salvoy & Mayer, 1990).

Daniel Goleman’s work in emotional intelligence has outlined five main areas of this intelligence.

They are self-awareness, self-regulation, motivation, empathy, and social skills.

These areas can be consciously cultivated to create spaces where more people can be productive, as their emotions will not rule over their reactions and interaction with the world around them. The higher the emotional intelligence, the more cooperation can be fostered. Emotional Intelligence is the new “smart.”

Before you read on, we thought you might like to download our three Emotional Intelligence Exercises for free . These science-based exercises will not only enhance your ability to understand and work with your emotions but will also give you the tools to foster the emotional intelligence of your clients, students or employees.

This Article Contains

Examples of emotional intelligence in the workplace, examples of high emotional intelligence in leadership, real-life examples of using ei in education, 5 emotional intelligence examples from movies, general examples of low eq, an interesting case study, a take-home message.

As personalities differ from person to person, the creation of emotional intelligence in the workplace takes effort. Anyone who has ever worked in a toxic work environment can attest to the importance of increasing empathy in this space. People with high emotional intelligence can lead the charge to multiply examples of EI in the workplace.

Here are some examples of what emotional intelligence in the workplace looks like:

• People express themselves openly and respectfully without fear of offending coworkers.
• Resilience is evident when new initiatives are introduced.
• Flexibility is present.
• Employees spend time together outside of work.
• Freedom of creativity is celebrated and consistent.
• Active listening in meetings is the norm.
• Employees will find a compassionate ear when needed, as we all have bad days.

An archaic perception of leadership would be that a leader must squash their emotions. In today’s workplace, an effective leader can monitor and utilize emotions in such a way to regulate and motivate not only themselves but those around them (Madrid, Niven, & Vasquez, 2019). Healthy workplace environments don’t happen by accident; they are intentional because leaders are intentional.

America’s old and ingrained belief that a good CEO or Executive level leader is ruthless has been replaced with the rise of humanity conscious leaders. New leaders in various industries have embraced a human-centered approach to leading their companies (Kennedy, Campis, & Leclerc, 2020; Pirson & Von Kimakowitz, 2010).

When employees are more deeply connected to a vision for their company, and they are cared for in a broad sense rather than just their production value, better working environments are created.

A leader could be the most intelligent person in the room, but without a high EI score, this leader may fail to motivate employees. The presence of positive mood in leaders at work creates more effective and broader thought processes in certain types of decision-making abilities (George, 2000). Conversely, negative moods foster improved systematic information processing.

A leader with high-level emotional intelligence can navigate not just motivating and empowering employees, but also navigating complex and challenging decision making with the mastery of emotional response (Rausch, Hess, & Bacigalupo, 2011).

In other words, a leader must have the ability to process emotion to make sound decisions. It doesn’t mean that the leader will always be in a positive mood. It means that when a complicated issue erupts, that leader may have an adverse reaction that can aid them in making a good decision despite that negative reaction.

An example of where a leader may have a negative reaction would be to the presence of sexual harassment in their workplace. Having an angry response to the knowledge of its existence gives the leader the ability to focus and affect change.

With such a complex and high-risk decision-making need, a leader must effectively process that anger to make the best decision possible for the office as a whole.

Leaders are generally responsible for the following:

• development of a collective sense of goals, and a strategic plan for achieving them
• instilling in others knowledge and appreciation of the importance of work activities and behaviors
• generating and maintaining enthusiasm, confidence, and optimism as well as fostering cooperation and trust
• encouraging flexibility in decision making and embracing change
• establishing and maintaining a more profound, meaningful identity for the organization

Different emotions and moods serve different types of leadership situations. Developing a vision for an organization is a creative process. Positive affect enables the initiation of higher abilities for the utilization of creativity. Being able to communicate that vision to employees effectively is another use for emotional intelligence in leadership.

Here are four practical steps to creating vision in leadership:

• Be crystal clear about the desired destination, and identify values.
• Make the dream large. A good example is Disney; their vision is To Make People Happy.
• Communicate a strong purpose on multiple levels. Not all employees will feel the same about purpose. Offering various perspectives increases chances of organizational cultural connection.
• Set a strategic path for goal achievement.

When instilling the appreciation for work behaviors in employees, several levels are at play. A leader must be effective at communicating the problems being faced, in addition to relaying the confidence placed in those employees to solve problems within the bigger vision of the organization.

There are subtle emotional differences needed when interacting and communicating these with employees. A negative affect may allow for deeper reasoning when complex problems arise.

Here are four practical steps to help employees see the appreciation for their work behaviors:

• Create a focus on employee development. Employees will feel more purpose after skill mastery.
• Reinforce and reward learning behavior.
• Leaders show their own areas of development to lead the way.
• Encourage autonomy. Trust can develop when employees are allowed to make their own decisions in their work activities.

Generating enthusiasm in a workplace can be a difficult task as not all people are motivated and enthusiastic in the same way or on the same level. A leader with high emotional intelligence can read their employees’ accurate reactions well.

There’s no faking it where this generation is concerned. If people aren’t genuinely engaged in working for the vision, ambivalence and apathy can erupt.

Here are four practical steps to effectively build enthusiasm in an organization:

• Leaders share their optimism and belief in the “why” or vision with absolute passion.
• Create an environment where people want to give their very best effort.
• Allow space for employees to talk about their needs and desires concerning the company’s growth.
• Attitude will determine direction.

Leaders who have high levels of emotional intelligence will understand the derivation of emotion and will, therefore, flex when a different perspective is warranted. Having the ability to know that an activity that warrants different emotional states gives a leader the ability to show up with what is needed, when it is needed (Griffith, Connelly, Thiel, & Johnson, 2015).

The organization won’t benefit when a leader shows up to a creative meeting in a negative state. It will also not help when a leader shows up to excite the room, and the employees’ feelings and emotions are not being accurately assessed.

Here are four practical ways to build flexible thinking:

• Cultivate new experiences (daydreaming, etc.).
• Active listening and gathering opposing opinions.
• Be a participant in the cultivation, not just a spectator. Team effort counts.
• Engaging with employees and practicing flexible scenarios.

Culture is key for organizations. Volkswagen’s recent ad campaign for the Women’s World Cup is a great example. Their donation of ad space for meaningful causes shows the powerful connection the company has with purpose and that culture motivates employees to show up to create something emotionally charged.

Without culture, an organization will feel like work. With rich, deep, emotionally accurate culture, motivation is shared, and jobs aren’t so much work, as they are a purpose.

Here are four practical ways to improve culture:

• Utilize the performance/ values matrix with all employees (Edmonds, 2017).
• Demonstrate trust and respect for team members.
• Make values as important as results. For instance, integrity, kindness, and citizenship should be a part of the daily reality of the organization.
• Create an organizational constitution with a “servant” mentality in mind.

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There are many practical examples of how EI can be used in schools. We list a few ideas below.

Self-Awareness and Emotion Management

Creating a “take a break” or “feelings” corner of a classroom can enable young students to step away to identify and explore their emotions. This allows kids to step away before an outburst or a situation where the child can no longer be kind occurs. Students can develop the self-awareness needed to create a safe and productive classroom.

For Middle and High School students creating opportunities for metacognition is very beneficial not only for their education but also their wellbeing. A great example of this is having students create autobiographies. Cultivating opportunities for the connection of adolescent life to educational materials is powerful.

Create an atmosphere where empathy is celebrated. Provide opportunities for real-life practice of empathy, for example: sitting with someone new at lunch, interviewing classmates, or a classroom charity project.

Random Acts of Kindness groups are becoming more and more popular in schools. With an adult supervising and ensuring mindfulness and thoughtfulness, it can be a fantastic way for kids to act on empathy. Both the group and its recipients benefit from the acts of kindness.

Communication Skills

Teaching effective ways for students to communicate in the classroom is a great way to foster emotional intelligence. When kids have appropriate assertive abilities, their values are communicated, and their needs are met.

Cooperation

A fantastic example of fostering a culture of collaboration in education is a character checklist. For the classroom, create a chart of desired cooperative behavior. When a student behaves in one of these desired ways, a check would be placed in the chart.

Setting weekly cooperation goals for the entire classroom by increasing these behaviors class-wide is something to celebrate!

Here are some examples of desired cooperative behavior.

• Listen for understanding
• Sharing with others
• Taking turns
• Compromise during conflict
• Volunteering to do your part
• Being an encourager
• Showing people they’re needed
• Being an includer

Conflict Resolution

Calling on emotional intelligence when in conflict is a difficult task for many students. Improving communication skills aids in improving conflict resolution, but having a construct for what resolutions look like will help kids know what is expected.

A proven example of conflict resolution is allowing kids to write out the conflict, instead of verbalizing their sides. It allows kids to cool down and more accurately communicate their complaint and their needs.

This example also allows kids to be heard, as there will be no instances of interrupting when they are communicating in writing.

Recommended read: Conflict Resolution Training: 18 Best Courses and Master’s Degrees

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There are plentiful examples of emotional intelligence in the movies. Here are some specific examples and the areas of emotional intelligence represented in several genres. It’s so powerful when a movie can evoke emotion, but also make you think about what it’s like to manage that emotion in real life.

1. Inside Out

This Pixar masterpiece is an incredible display of emotional intelligence. The colorful characters all represent the core emotions of a young girl handling a difficult time in her life.

The richness of the emotional content in this film could be a perfect lesson in teaching emotional intelligence .

Emotions matter, and it’s ok not to be ok sometimes. Kids knowing that emotions are there for a reason is an excellent introduction to learning how to self manage.

2. In the Pursuit of Happyness

This movie is based on a true story and displays some brilliant examples of emotional intelligence. The characters show self-management, commitment, empathy, social skills, and relationship building throughout the entire film. The main character’s ability to overcome circumstances that were so dire shows incredible perseverance.

There were also examples of low emotional intelligence in the film. The lack of empathy from his wife when she left them to take care of herself is a prime example. Several outbursts were understandable, yet good examples of when emotions overtake someone in crisis.

This American classic shows empathy, relationship management, social skills, communication, and cooperation throughout its brilliant coverage of interaction with a lovable alien.

Young Elliott navigates the post-divorce realm of a kid trying to find his way through Middle School. The wealthy family interaction and the friendly cooperation that ensues throughout an unexpected and stressful interaction with the Government villains is emotional intelligence leadership in action.

This haunting film portrays resilience, empathy, and self-management. The main character creates a safe environment for her offspring by self-managing her emotional reactions to the horrifying situation in which they both find themselves. The mother was self-aware and able to protect her son while managing to persevere through impossible circumstances.

Throughout this film, self-awareness is a consistent example. The main character exhibits very low levels of self-awareness throughout his journey to reclaim his former glory. Personal growth arises from the bedrock of self-awareness, and without it, cultivating emotional intelligence is impossible.

When someone exhibits low measures of EQ, there are many ways it can be behaviorally visible. Here are a few examples of what it looks like when someone is operating with low levels of EQ.

• A person with low EQ will likely have emotional outbursts, typically out of proportion to the situation at hand.
• People with low EQ also have difficulty listening to others.
• Becoming argumentative is another example of behavior that is elicited from someone with low EQ.
• Another sign of low EQ is blaming others.
• Another example is believing that others are overly sensitive because the person with EQ cannot understand how others feel.
• Difficulty maintaining friendships and other relationships with others is another sign.
• Stonewalling, or refusing to see other’s points of view, is another example.

Are you able to cultivate an awareness of your emotions?

After noticing and understanding your emotions, think about how to deal with or regulate your emotions. A good place to start is to ask yourself the questions in our emotional regulation checklist.

The more you challenge yourself to answer these important questions, the better you’ll be able to attend to emotions effectively.

This idea has been termed “learned resourcefulness”.

People who have learned to be resourceful in this way have a more diverse range of emotional-regulation strategies in their toolkit to manage a difficult situation and select an appropriate strategy.

These strategies are equally relevant when regulating positive emotions, such as happiness, excitement, and optimism. One may engage in techniques to prolong positive emotions to feel better for longer, or even inspire motivation and other adaptive behaviors.

A case study (Dearborn, 2002) done to validate the work of Daniel Goleman in emotional intelligence. The research supports the need to increase Return On Investment (ROI) for individualized training in the concepts of emotional intelligence for improved leadership capabilities.

The need for self-directed learning of emotional intelligence abilities is highlighted. A traditional training setting was found to be less effective than an approach that is individually focused. The development of emotional intelligence is subjective and also depends on the organizational culture.

The research of Rutgers professor Goleman has created a framework for the development of emotional intelligence usage in organizations. Developing leaders and understanding what information they put into action in their organization is vital to initiative success. What was found was that most leaders would attend training, get energized, and then return to their organization without changing much of their approach.

With individualized assessment and prospective development, a better ROI can be achieved. When the people and interconnective effort of an organization starts to matter more than the bottom line, something organic occurs. When a vision is caught by more than just the leaders, and the employees adopt the vision as a mission, the organizational design is more likely to produce the desired outcome.

17 Exercises To Develop Emotional Intelligence

These 17 Emotional Intelligence Exercises [PDF] will help others strengthen their relationships, lower stress, and enhance their wellbeing through improved EQ.

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Increasing emotional intelligence in any setting will deepen levels of human understanding and functionality. Improvements in empathy, social skills, self-awareness, motivation, and self-regulation will serve everyone. Being intelligent is great, but knowing how to use that intelligence is something even more impactful.

The fact that these abilities can be cultivated and nurtured is an exciting concept. A culture with more individuals who score high in emotional intelligence would see less violence and dysfunction. This culture would instead see higher levels of cooperation and human connection. A high EI culture would be able to resolve conflicts and have functional communication between human beings.

An effort to increase these abilities should be a foundational part of every organization and family. Feelings should not be ignored, but rather taught as signals to cue appropriate response and behavior. Imagine the possibilities if a culture embraced emotions not as indulgent, but rather as information to make better decisions.

Thanks for reading.

We hope you enjoyed reading this article. Don’t forget to download our three Emotional Intelligence Exercises for free .

• Dearborn, K. (2002). Studies in emotional intelligence redefine our approach to leadership development.  Public Personnel Management ,  31 (4), 523-530.
• Edmonds, S. C. (2017). Building a purposeful, positive, productive culture. Leader to Leader, 2017 (84), 42-47.
• George, J. M. (2000). Emotions and leadership: The role of emotional intelligence.  Human Relations ,  53 (8), 1027-1055.
• Griffith, J., Connelly, S., Thiel, C., & Johnson, G. (2015). How outstanding leaders lead with affect: An examination of charismatic, ideological, and pragmatic leaders.  The Leadership Quarterly ,  26 (4), 502-517.
• Kennedy, K., Campis, S., & Leclerc, L. (2020). Human-centered leadership: Creating change from the inside out. Nurse Leader ,  18 (3), 227-231.
• Madrid, H. P., Niven, K., & Vasquez, C. A. (2019). Leader interpersonal emotion regulation and innovation in teams. Journal of Occupational and Organizational Psychology, 92 (4), 787-805.
• Pirson, M., & Von Kimakowitz, E. (2010). Towards a human centered theory and practice of the firm.  Fordham University Schools of Business Research Paper (2010-006).
• Rausch, E., Hess, J. D., & Bacigalupo, A. C. (2011). Enhancing decisions and decision‐making processes through the application of emotional intelligence skills. Management Decision, 49 (5), 710-721.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence.  Imagination, Cognition and Personality ,  9 (3), 185-211.

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According to. me Most important part of the para is ‘ being intelligent is great but, knowing how to use that intelligence is even more impactful’ Just loved it

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Really enjoyed reading. Very much informative and real which is thought by lot of us who have read it but could not bring it to terms or could not explain it to anyone else in the way it is presented in the above context

What a great description and delivery of EI from that perspective of movies – love it – thanks for sharing.

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Hi i am interested EI program. Please send me program details.

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Emotional intelligence in business and leadership.

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In recent decades, the definition of leadership has been changing, and an emphasis on emotional intelligence has emerged. Emotional intelligence, or EQ, has become recognized for its correlation to success in work and personal life, to motivation and to overall well-being. In business, high-EQ people have become desirable to employers due to the various advantages they enjoy.

Some of the most successful and influential people in history have had high emotional intelligence, such as Martin Luther King, Jr. , Abraham Lincoln, Winston Churchill and Warren Buffett.

What is Emotional Intelligence?

Emotional intelligence is a person’s ability to recognize, understand and manage their feelings and emotions, as well as those of others. According to psychologist Daniel Goleman , emotional intelligence has the following five components:

1. Self-Awareness:  Recognizing and understanding your own strengths and weaknesses, your emotions and moods, and the effects these things have on other people. A self-aware person is not easily offended by criticism, but rather learns and adapts.

2. Self-Regulation:  To think before doing and to express your feelings maturely with restraint. Rather than being controlled by emotions and impulses, an emotionally intelligent person can control impulses and emotional responses.

3. Internal Motivation:  High EQ people are self-motivated, pursuing personal goals for reasons of self-development and self-gratification, rather than money, titles, external praise or esteem. This could mean getting into humanitarian work because of a true passion, rather than seeking out the highest paying job.

Empathy involves recognizing, understanding and feeling the emotions of others. Unlike sympathy, empathy involves actually sharing the emotional experience another person is having. When a friend loses a family member, sympathy is flowers and a hug — empathy is shedding tears alongside that friend and not by choice, but due to actually feeling their emotions. Empathetic people genuinely understand and respond to the needs of others.

Robert F. Kennedy is one example of a highly empathetic leader, whom, upon being exposed to the suffering of African Americans, was so moved that he shifted his political priorities to address their needs.

5. People Skills

Emotionally intelligent people easily build trust and respect with others. They are good at managing relationships and building networks, and they avoid power struggles and deceitfulness. Their high levels of the first four components of EQ make for deep bonds and genuine, non-competitive friendships.

Why is emotional intelligence important in business?

In a study  that involved over 2,600 hiring managers, 71% said they value high EQ over high IQ.  

When asked why, they cited the following reasons:

• High EQ employees are better at staying calm under pressure.

• They listen as often or more often than they speak.

• They lead by example.

• They make more thoughtful business decisions.

• They take criticism well and admit their mistakes and learn from them.

• They keep their emotions in check and can discuss tough, sensitive issues thoughtfully and maturely.

• They are able to effectively resolve conflict.

• They are empathetic to coworkers and react accordingly.

In my consulting work, I saw one startup fail because the founders did not listen to each other and couldn’t compromise in the face of difference. I sat in on founders’ meetings and watched a lack of self-regulation and empathy lead to doors slamming. I have attempted to mediate such meetings and found success only when participants were willing to practice demonstrating the behaviors that comprise the components of emotional intelligence.

How To Increase Your Emotional Intelligence

Luckily for humanity, there are ways to increase emotional intelligence through practice. Here are some of them!

• Pause before speaking, acting or responding. This allows for initial impulses to fade, and for undistorted reflection and reasoning to occur.

• Listen to others. Listening allows us to better understand the needs and emotions of others. Listening takes the focus off one’s own needs and shifts it to those of everyone, enabling better solutions that benefit more people.

• Attempt to control your thoughts. We cannot control what happens to us, or the emotions we feel in a moment, but we can control how we respond to them if we practice directing our thoughts. Rather than blaming oneself or another person when something negative occurs, consider alternative explanations. Maybe the circumstances leading to such an event resulted from many combined factors, the product of which was beyond any one person’s control.

• Praise others. Praising others on a habitual basis trains your brain to focus on the good in others, which encourages empathy and allows for a deeper understanding of people’s needs and motivations. Praise also sets the stage for thoughtful discussions on tough issues, as it decreases defensiveness and encourages openness to opposing thoughts.

• Reflect on criticism and search for ways to grow from it. Criticism can sometimes be hurtful, but it can always be helpful, as it exposes us to true outside perspectives. In the face of criticism, ask yourself: How can I improve and grow from this?

• Pay attention to body language. Much of communication is non-verbal. If you only listen with your ears, you could be missing out on how a person really feels, and even efforts to help them will thus be misinformed.

• Apologize.  Intentions get misunderstood and feelings get hurt regularly. Apologizing shows compassion and encourages us to better understand one another while building trust and respect.

•  Try to see from another person’s point of view. When in disagreement, consider the needs, motivations and emotions that may be shaping another’s priorities and opinions. Ask the reasons behind their thoughts and try to genuinely understand them. Maybe then, common ground will be found.

• Communicate your feelings. When you are offended or upset, communicate to the offending party in a calm, non-threatening way so everyone can gain a mutual understanding and avoid future problems.

In business and leadership, it is clear why emotional intelligence is so important. In the increasingly diverse world we live in, EQ is a necessary tool for providing social and economic solutions to people of vastly different circumstances and needs.

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This part of the training involves “ Reading the Mind in the Eyes ” exercises that challenge the lawyers and staff to identify emotions only by using pictures of people’s eyes. The hook for lawyers is to tie this back to relatable stories in practice and in their own lives, Wylie explains.

For example, to connect it to their lives outside of work, Wylie starts by asking the lawyers that when they’re engaged in an argument or dispute with a loved one, how many have heard the statement “Don’t be a lawyer with me right now!” Unsurprisingly, all the lawyers raised their hands. This simple but effective technique is used to underscore the point that lawyers’ default mode is to approach interpersonal interactions analytically because it is a skill that serves them well in practice.

To link it to the day-to-day practice, Wylie explains that part of the training is to show that the firm’s clients need to be able to trust in their lawyers’ ability to handle situations and remain calm under fire. At the same time, better client relationships emerge when the lawyer can take the perspective of the client as well. “By default, lawyers will ignore the emotions clients are giving us, and then, the clients feel like we’re not connecting with them and that we are not listening and don’t understand their circumstances,” Wylie said.

To complement the training, the firm provides opportunities for their attorneys and staff to attend mindfulness training as an additional tool to increase self-awareness and encourage them to start paying attention to their emotions.

Part Two: Self-Management

The second part of the training involves learning and practicing self-management tools to improve emotional regulation. The lawyers and professionals learn a number of cognitive and behavioral strategies that they can begin to implement immediately. These strategies allow them to engage in more effective emotional regulation by allowing them to release and offset the emotional labor that occurs from regular legal practice, leading to increased mental health and well-being.

During this part of the training, the research regarding surveys of legal client satisfaction in recent years is reviewed along with examples elicited from the lawyers themselves on where these skills have or might have resulted in better outcomes. Following the session, the learners are asked to pick one of the strategies to start implementing over the next several weeks and to spend time reflecting on the result.

Part Three: Leading with EI

The final part of the training, which has not been implemented yet at Drinker Biddle, will focus on expanding the knowledge and tools from one’s self to others. The training will begin with the lawyers and professionals creating a vision statement and an action plan to continue learning and development after the training on their own and by sharing what they’ve learned with others.

Best Practices for Implementation

Wylie identified some factors that were helpful in implementing the training program, including:

Senior Sponsorship — To Wylie’s surprise, there was little to no resistance to the EI training, which is completely voluntary. In fact, the early attendance and engagement of several senior partners was likely key to the success of the program.

“The more that people saw their leaders and their partners in these rooms talking about what they learned, the more comfortable they were talking about them and being interested in it,” elaborates Wylie, adding that without much effort, the EI training has been received well because “our leaders encourage our lawyers and professionals to make time to attend.”

Gamification — Wylie used gamification to incentivize ongoing engagement and use of the tools that were taught. For example, the firm encouraged lawyers to go out lunch with a colleague and connect with them to earn points in on-going well-being challenges.

Measuring the Impact

Understanding that the impact may not be seen immediately and that the true measure of effectiveness will take time to determine, Wylie is hopeful for a positive impact based on anecdotes and comments received from the trainees.

One partner who had completed part one of the training, for example, shared how he had used EI when interacting with a former client, which had not done business with the firm for 10 years. Using this technique, the partner sought to understand the individual’s goals, motivations, and needs as well as those of the overall client for whom the individual worked before responding.

The partner then used this information to craft his response, which allowed him to better serve the client. As a result, the partner was hired by the client, gaining the client’s business after a decade-long drought.

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