Emotional Intelligence in the Workplace - Why It's Important
A Quick Guide to Understanding and Developing Emotional Intelligence in the Workplace
Emotional Intelligence (EI or EQ) is at the heart of all workplace relationships. Research has also shown that emotionally intelligent people and teams can better handle stress and anxiety, perform consistently under pressure, and contribute positively to the organisation’s culture.
For leaders a higher level of Emotional Intelligence equips them to better manage and lead people, work through difficult challenges, and support their people through organisational change.
There’s a common saying; “People leave managers, not jobs”, and emotional intelligence can mean the difference between individual and organisational success or failure.
In this article, we will help you to understand what emotional intelligence is, the science and research behind it, why it is important in the workplace, and how it can be improved and developed at work.
What is Emotional Intelligence?
Emotional intelligence is the springboard to fulfill potential, which can be seen as a set of skills – that help people gauge social settings.
Emotional Intelligence plays a very important part in allowing you to function effectively within any environment or setting. It influences how you understand yourself and others regarding what you need and what others need. It also enables you to recognise and manage your own strengths and limitations and those of other people.
Emotional Intelligence is the ability to balance thought and emotion through…
- Coping with stress.
- Motivating oneself.
- Self-awareness
- Perceiving emotions in others.
- Persisting in spite of frustration.
- Adapting & modifying behaviour.
- Being optimistic – to hope.
- Managing impulses.
- Preventing negative feelings from “swamping the ability THINK”.
- Regulating moods.
- Empathising with others.
The History and Research Behind Emotional Intelligence
Salovey and Mayer (1990) introduced the first formal model and definition of Emotional Intelligence, describing it as the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use this information to guide one’s thinking and actions.
Daniel Goleman later expanded on this concept in his book “Emotional Intelligence: Why It Can Matter More Than IQ,” defining EQ under five key components:
- Self-awareness: Recognising and understanding one’s own emotions.
- Self-regulation: Managing and controlling one’s emotions in healthy ways.
- Motivation: Harnessing emotions to pursue goals with energy and persistence.
- Empathy: Understanding and sharing the feelings of others.
- Social skills: Managing relationships to move people in desired directions.
Goleman’s framework brought emotional intelligence into the mainstream, emphasising its importance in personal and professional success. This led to EI becoming a critical focus in organisations, particularly for managers, human resources professionals, and talent acquisition experts.
Why Emotional Intelligence is Important in the Workplace
Emotional Intelligence is often integrated into leadership development programs, employee training, and performance evaluations, contributing to better teamwork, improved communication, and more effective conflict resolution.
Emotional Intelligence can help you recruit more effectively, manage your people better and equip your managers with the skills they need to be more successful.
Higher EQ scores tend to lead to:
- Improved Communication
- Better Teamwork
- Effective Leadership
- Employee Satisfaction and Retention
- Adaptability and Resilience
High vs Low Emotional Intelligence
Emotional Intelligence scores, when measured by assessments like TEIQue are presented as a percentile, showing your position with reference to other people in the comparison norms. Higher scores are not necessarily good or desirable and lower scores are not necessarily bad or undesirable. This largely depends on the needs of the job.
For example, in the Emotional Intelligence scores below we can see that the individual scored exceptionally high in Optimism and Assertiveness. While having a higher level of optimism can be beneficial in certain roles, excessive optimism might result in a lack of realistic perspective.
Similarly, excessive assertiveness could potentially cause communication breakdowns and increased conflict within the team – especially if combined with a lower score in empathy.
People with Higher Emotional Intelligence
Higher Emotional Intelligence is linked to being outgoing, responsible, mentally healthy, happy with your job, loyal to your company, experienced, helpful, popular, and sensitive.
Higher Emotional Intelligence also usually means less anxiety, fewer mental health issues, less job stress, less overthinking, and fewer problems with handling stress and staying committed to work.
People with Lower Emotional Intelligence
People with a lower emotional intelligence are generally more likely to struggle with communication skills, strained relationships, low self-awareness, poor decision-making, high stress levels, frequent conflicts, and resistance to change.
It often results in reduced overall well-being.
How to Improve and Develop Employees' Emotional Intelligence at Work
Enhancing emotional intelligence (EQ) in your organisation involves several key strategies.
Start by offering training programs focused on essential EQ skills like self-awareness, empathy, and emotional regulation, providing practical tools for team members to navigate emotions and improve interpersonal dynamics.
Coaching and mentoring opportunities offer personalised guidance and feedback, helping individuals apply EQ principles in their roles.
Emotional Intelligence is the ability to balance thought and emotion through…
- Coping with stress.
- Motivating oneself.
- Self-awareness
- Perceiving emotions in others.
- Persisting in spite of frustration.
- Adapting & modifying behaviour.
- Being optimistic – to hope.
- Managing impulses.
- Preventing negative feelings from “swamping the ability THINK”.
- Regulating moods.
- Empathising with others.
Implementing Emotional Intelligence in an Organisation
In order to effectively implement emotional intelligence in an organisation, you will want to focus on:
Comparing Scores: Compare the person’s emotional scores with what the job demands. Identify any gaps between their scores and job requirements.
Addressing Extremes: Pay special attention to very high or very low scores. Determine if these extremes will benefit or hinder their job performance.
Building Awareness: Help individuals understand how their emotional strengths and weaknesses can impact their work. This builds self-awareness and helps overcome limitations.
Managing Weaknesses: If a job exposes weaknesses, consider strategies like using existing strengths more effectively or coaching to develop new skills.
Adjusting Expectations: In extreme cases, adjust job expectations or responsibilities to better match the individual’s emotional capabilities.
Improving Skills: Use this information to decide if current levels are sufficient or if coaching is needed to enhance specific emotional skills for better job performance.
The Benefits of Emotional Intelligence in the Workplace
One of the benefits of Emotional intelligence enhances team dynamics by improving communication and decision-making processes, leading to more efficient operations and project outcomes. It helps create a positive work environment where employees feel valued and motivated, reducing turnover and increasing productivity.
Businesses with a strong EI culture are better equipped to manage and resolve conflicts quickly, minimising disruptions and maintaining focus on business goals.
Moreover, EI fosters innovation and adaptability, enabling companies to respond effectively to market changes and challenges. Overall, investing in emotional intelligence enhances organisational resilience and performance, contributing to long-term success and growth.
Author of this Article
Chris Schutte
Chris has 30 years experience as senior manager and entrepreneur in the Human Capital consulting and management industry, using the DISC test in his practices. He has a wealth of experience in business development, Human Resources and Human Capital risk management and turn-around strategies. His leadership experience, runs across various industries including Manufacturing, Retail, HR, etc.