In brief
- What is it? Emotional intelligence (EI, EQ) is the ability to recognise, express and regulate one’s own and others’ emotions, as well as to use them as a source of motivation. The concept was introduced by Peter Salovey and John Mayer in 1990.
- Models: There are two main scientific models — EI as an ability (4 branches) and mixed EI (according to Daniel Goleman — 5 components).
- Relationship with IQ: EQ is not ‘more important than IQ’. It contributes between 1.5 per cent and 14 per cent to performance predictions, on top of general intelligence and personality traits.
- Link to work: EQ has its strongest link with reduced stress levels at work (correlation −0.43). Moreover, for front-line staff, this link is even stronger than for managers.
- In this article: A mini-test for self-assessment, practical habits for developing EQ, and advice on how to showcase this skill effectively in a job interview.
What is emotional intelligence?
The concept was proposed by psychologists Peter Salovey and John Mayer in a 1990 article in the journal Imagination, Cognition and Personality. They described emotional intelligence as a set of skills: accurately recognising and expressing emotions in oneself and others, effectively regulating them, and using feelings to motivate oneself, plan and achieve goals.
So, a person with a high EQ is not ‘always calm’ nor do they ‘try to please everyone’. They are aware of their own feelings and those of their colleagues, and consciously decide how to respond. In practice, this means fewer impulsive reactions to criticism, a more accurate understanding of the client’s needs, and a measured approach to negotiations.
Models of emotional intelligence: ability and mixed EI
Under the term ‘emotional intelligence’, science describes two different phenomena. This is explained by the authors of the meta-analysis, Dan Joseph and Daniel Newman, in a review for Emotion Researcher. This is precisely why the number of components varies across different sources — this is not an error, but a difference between scientific approaches.
| Model | Authors | Components | How it is measured |
|---|---|---|---|
| EI as an ability (4 branches, 1997) | Meyer and Selovey | Perception and expression of emotions; use of emotions in thinking; understanding and analysis of emotions; reflective regulation of emotions | Specialised test with correct answers (MSCEIT) |
| Composite EI (5 components) | Daniel Goleman (‘What Makes a Leader?’, HBR, 1998) | Self-awareness, self-regulation, motivation, empathy, social skills | Questionnaires and self-assessment |
| Mixed EI | Reuven Bar-On | A combination of personality traits, skills and self-assessments | The Bar-On EQ-i questionnaire |
For work-related tasks, Goleman’s five components are most commonly used: they can easily be translated into specific behavioural patterns during a job interview or when working in a team. The competency model is more scientifically accurate, but is measured exclusively through specialised testing.
Which is more important: IQ or EQ
The popular claim that ‘a manager’s success depends 80 per cent on emotional intelligence and only 20 per cent on IQ’ is circulating online without any verified sources. The scientific evidence is considerably more nuanced.
A meta-analysis by Dana Joseph and Daniel Newman (Journal of Applied Psychology, 2010) determined how much EQ contributes to the prediction of performance beyond cognitive abilities and the ‘Big Five’ personality traits:
Composite EI: contributes 14 per cent to the prediction of performance (in the meta-analysis by O’Boyle et al., 2011 — 7 per cent).
EI as an ability: contributes only 1.5 per cent, even in professions with high emotional demands.
Composite EI overlaps in part with personality traits: most of its items can be attributed to the ‘Big Five’ factors. Therefore, the 14 per cent figure does not represent an isolated contribution from emotions alone.
EQ complements intelligence and professional skills (hard skills), rather than replacing them. Both components are equally important to employers.
How EQ relates to performance at work
A meta-analysis in Frontiers in Psychology (2022) combined 253 effects from studies conducted between 1990 and 2020 (involving a total of 78,159 participants). According to the data, emotional intelligence has the following correlations:
| Measure | Correlation with EI |
|---|---|
| Work-related stress | −0.43 |
| Organisational citizenship behaviour (helping colleagues beyond one’s duties) | 0.36 |
| Organisational commitment | 0.26 |
A positive link has also been observed with job satisfaction and overall productivity. However, it is worth bearing in mind that these are correlations, not direct evidence of a cause-and-effect relationship. Furthermore, a 2019 meta-meta-analysis notes that effect sizes in EI studies tend to decrease over time.
The myth about managers: who needs EQ more?
Many popular publications claim that emotional intelligence is, first and foremost, a skill for top managers and leaders. However, a 2022 meta-analysis shows somewhat different results for most indicators:
| Indicator | Managers | Non-managers |
|---|---|---|
| Productivity | 0.33 | 0.40 |
| Work-related stress | −0.30 | −0.47 |
| Organisational commitment | 0.32 | 0.24 |
For front-line staff, the link between EQ and productivity and stress management proved to be even stronger.
According to Joseph & Newman (2010), mixed EI is a better predictor of performance in professions with high emotional demands: the service sector, sales and customer-facing roles.
A mini EQ self-assessment test for work
The MSCEIT scientific aptitude test was developed in 2002 (version V2.0, comprising 141 items, was released a year later). Online questionnaires measure something else: your subjective self-assessment. Therefore, the mini-test below is a tool for self-reflection, not a professional diagnostic assessment.
Rate each statement:
2 points — ‘yes, usually’;
1 point — ‘sometimes’;
0 points — ‘rarely’.
I can pinpoint the emotion I feel when things don’t go to plan at work.
When faced with harsh criticism, I pause before responding.
I notice a colleague’s irritation or fatigue even before they mention it.
In a disagreement, I can restate the other person’s position in such a way that they agree with it.
After a setback, I get back to the task on the same day.
I constructively ask for feedback and do not take it as a personal attack.
I am able to calm an irritated client or colleague without raising my voice.
I know exactly which situations at work upset me the most.
Interpretation of results (maximum — 16 points):
0–8 points (low EQ self-assessment): you rarely apply most of these skills in work situations at present. Start by focusing on 1–2 points.
9–12 points (average EQ self-assessment): your skills are well-developed, but may ‘break down’ when you are under stress or tired.
13–16 points (high EQ self-assessment): you regularly apply these behavioural patterns. It is worth comparing your assessment with your colleagues’ views.
Statements rated ‘0’ represent your key areas for development. If there are no ‘0’s, ask two colleagues to assess you anonymously on these same points. The discrepancy between your self-assessment and an outside perspective most accurately indicates areas for growth.
How to develop emotional intelligence at work
A meta-analysis by Mattingly & Kraiger (2019, Human Resource Management Review), covering 58 studies, confirms that EI training has a consistent positive effect. Therefore, EQ is a practical skill that can be developed.
Practical daily habits:
Name the emotion precisely. When you feel uncomfortable, put it in specific terms: ‘this is irritation’, ‘this is anxiety’ or ‘this is hurt’. This is the first step towards self-regulation.
Take a pause. When you receive an emotional message or comment, do not reply immediately. Give yourself time to read it again in a few minutes.
Listen with the aim of paraphrasing. During a discussion, test yourself: can you accurately summarise the other person’s point in their own words?
Ask for feedback. Ask one specific question once the task is complete: ‘What can I do better next time?’.
Record the agreement. Conclude any discussion or conflict with a clear next step, even if the problem hasn’t been fully resolved.
How to demonstrate EQ on your CV and in an interview
According to the World Economic Forum report (Future of Jobs), resilience, flexibility, empathy and active listening are among the key skills of the future. The phrase ‘high EQ’ on a CV is vague, so it should be backed up with specific examples.
In your CV: instead of abstract terms such as ‘stress-resistant’ or ‘sociable’, describe a situation in a clear sequence: the conflict or challenge, your actions and the outcome (for example, guiding a team through a difficult reorganisation or resolving a customer complaint).
During the interview: when answering questions about setbacks, stick to the following structure: what exactly happened, how you felt at the time, what actions you took, and what conclusions you drew. Admitting your own mistakes and emotions is the best demonstration of emotional intelligence.
During the conversation: ask for clarification, do not interrupt the interviewer and ask follow-up questions. Your behaviour during the interview is assessed just as closely as the content of your answers.
Jobs requiring emotional intelligence
There are 16 active vacancies on Injobe for HR specialists, managers and executives — roles where working with people is fundamental. Examples from various employers:
- Support Manager at dehto Team — $446–670;
- HR Manager/HR Lead at IDMedia — $555–888;
- Sales Manager at Comfort House — $750–1,789, KPI;
- Chat Manager, Online Sales — $800–1,400.
All recruitment vacancies can be found in the ‘Recruitment, HR’ section; the rest are in the job catalogue.
