social and emotional intelligence essay

113 Emotional Intelligence Research Topics & Essay Examples

Emotional intelligence essays are an essential part of education for many professions that involve working with people, such as managers and teachers.

The concept is somewhat new, having been first introduced half a century ago and popularized at the end of the last century. As such, you have to approach the topic carefully and rely on the latest available evidence to avoid citing outdated ideas.

Furthermore, as with any psychology-related topic, you should exhibit general caution and avoid the numerous pitfalls associated with the study of the human mind. This article will help you understand what you should or should not do to write an excellent paper.

👍 Writing Tips for Projects on Emotional Intelligence

🏆 best topics on emotional intelligence & essay examples, 📝 simple & easy research topics on emotional intelligence, 💡 most interesting emotional intelligence topics to write about, ❓ research questions about emotional intelligence.

Remember that the purpose of psychology is to help people improve themselves, not to stratify society based on vague ideas. Emotional intelligence is not inherent and can be learned by most people, a concept your writing should reflect.

Be sure to discuss the difference between a fixed and a growth mindset, promoting the idea that anyone can adopt the latter and improve himself or herself. Discuss parts of the concept of emotional intelligence, such as patience, in-depth to make the idea easier to understand.

There is a variety of topics and emotional intelligence essay ideas you can utilize to create an engaging work and make your essay excellent and unique among the offerings of your peers.

As emotional intelligence is a skill set anyone may learn, you should avoid language that implies that it is an inherent trait, a quality that is often associated with its non-emotional counterpart.

Whenever you discuss the difference between people with developed communication skills and those whose abilities are somewhat lower, remember to do so in a positive context.

Someone is not inferior because his or her emotional intelligence is lower than another person’s.

However, he or she can benefit from undergoing appropriate training, especially if these skills are important in his or her work. As such, respect people’s individual approaches and offer suggestions instead of treating the theory as universal facts.

Here are some further tips for your work:

• Psychology relies on scenarios where a person’s behavior can be as free of outside factors as possible. Toddler observation and scholarly experiments with carefully selected conditions are excellent examples of such situations, and you should use them to ground your descriptions in reality.
• Be sure to adhere to academic guidelines, avoiding the use of first person, calls to action, and other additions that do not match the format. This approach is useful in general, as it applies to most essays and will be beneficial for future reports and similar submissions.
• Write an emotional intelligence essay introduction and conclusion at the end of your paper. They make your work easier to read by giving it structure and direction. The introduction should contain a description of the topic and a thesis statement, and the conclusion should sum up the main points.
• Try to set a central theme and address it in your essay instead of providing a general overview of the topic. There are many emotional intelligence essay questions that can be answered in considerable detail. As such, you should concentrate on one of them without getting distracted and sidetracked.

Come to IvyPanda for an emotional intelligence essay summary and sample sets as well as various titles that will help you begin your writing process!

• Emotional Intelligence To this end, Goleman states that EI is the combination of “emotional centers of the brain and the cognitive centers “.
• Concept of Emotional Intelligence: Arguments Emotional intelligence is the “subset of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and […]
• The Effect of Students Emotional Intelligence on Academic Performance The findings of the study will be used to assist students to see the importance of controlling their emotions and teachers to realize the need of integrating the components of EI into the curriculum and […]
• Leadership Behavior: Ratan Tata and Emotional Intelligence This shows that Ratan Tata, as a leader, was not eager to compete but rather searched for options to expand the market through acquiring businesses.
• Emotional Intelligence in the Organizational Behavior Context Low EI might cause the leader to be insensitive to the mood of the followers and this will lead to frustration and lower the output of the team.
• Emotional Intelligence and Its Impact on Success As for me, I would define emotional intelligence as the ability to react to the situation in a proper way, to find the appropriate way out of a situation, and to make a decision successful […]
• Cognitive Intelligence and Emotional Intelligence in Organisational Behavior The distinction between emotional intelligence and cognitive intelligence is evidenced in the psychometric tests of assessing cognitive ability and psychometric tests of intelligence.
• Emotional Intelligence in the Workplace Emotional intelligence is a significant requirement for team work; there is a coherent link between successes attained in team work to the level of emotional intelligence held by the members of the team.
• Emotional Intelligence for Human Resource Management How can managers utilize and propagate the concept of EI to promote responsiveness and deliver their projects on time? Quality articles will be identified through the use of these keywords: emotional intelligence, resource management, and […]
• The Concept of Emotional Intelligence We have learned what emotional intelligence is; it is the way that we deal with our emotions and relate to others.
• Emotional Intelligence Impact on Organization’s Performance The theoretical framework of such review adds to the knowledge within the field of relational view and firm’s competitive advantage[3]. This in turn increases the level of social communication and collaboration.
• Emotional Intelligence and Substance Use: Correlations and Implications One of the articles deals with the association between drug and alcohol use and EI. The other article deals with the relationship between emotional intelligence and cocaine use.
• Emotional Intelligence among University Hospital Nurses Even though it is challenging to overestimate the importance of self-management and its competencies, University Hospital nurses state that this domain brings a few inefficiencies in the medical organization.
• Emotional Intelligence: Self-Awareness Importance Leaders with high self-awareness are more likely to understand their own strengths and weaknesses, as well as their impact on others, which helps them make better decisions, manage stress and conflict effectively, and lead with […]
• Emotional Intelligence: Bluevine Case Analysis These are crucial for the leadership, the staff, and the company as a whole as it strives to enhance its productivity.
• Fostering Effective Communication and Emotional Intelligence in Conflict Resolution The capacity to recognize, comprehend, and react to the sentiments of others is just as important as the capacity to articulate and control one’s own emotions.
• Measuring Emotional Intelligence in Job Selection As a result, managers must be aware of the peculiarities of different generations in the company, as demonstrated by Margie to Rebecca, and behave appropriately.
• Change Leadership and Emotional Intelligence By providing essential information about the arrangement of the theater production, as well as coordinating numerous communication processes within it and leading a diverse team of experts, “Theater 1310” has expanded the range of my […]
• The Importance of Emotional Intelligence and Personality in the Workplace In this paper, the authors investigate how emotional intelligence affects communication within management and contributes to the formation of effective and not-so-effective interactions.
• Areas of Emotional Intelligence Self-awareness is the initial step that forms emotional intelligence and allows other areas of the concept to participate in the process.
• Emotional Intelligence and Emotional Management Viewpoints on emotional intelligence as a trait and an ability have some conceptual differences, but both perspectives suppose that it is an essential element of business decision-making, as illustrated by the successful career of Warren […]
• Emotional Intelligence in Leadership Development I found the examples given very convincing and the logic behind the arguments solid and straightforward to follow. At the same time, I disagree that overvaluing one’s skills is connected to experience.
• The “Emotional Intelligence” Book by Goleman In his book, Emotional Intelligence: Why It Can Matter More Than IQ, Daniel Goleman explains this concept and the value of this feature.
• Daniel Goleman Introduces Emotional Intelligence Self-awareness is important in order for a person to be knowledgeable about his or her inner feelings and emotions by being aware of their presence and impact on the individual psyche.
• Discussion of Emotional Intelligence It is proved that EI is an indispensable part of risk management policy, as it is a complicated part of a leadership phenomenon liable for a vigilant and conscientious approach to a company team.
• Emotional Intelligence Coaching Emotional Intelligence Coaching does not focus of giving a person advice about the issues in their private life.
• Why Emotional Intelligence (EI) Training Will Help Your Organization to Prosper Emotional Intelligence comes from two words. Emotions refer to personal feelings arising from the state of the mind of a person.
• Clinical Experience: Emotional Intelligence The lack of clarity in the provided information may affect the accuracy of the diagnosis to a considerable extent. A fungal infection was suspected as the possible cause of the disease due to the rise […]
• Emotional Intelligence: Research and Rationale The authors study the effect that altruistic behavior has on the relationship between emotional intelligence and subjective well-being, which is usually explored in an isolated context.
• Nurses’ Emotional Intelligence and Patient Satisfaction There is little available literature that offers evidence of the impact of the emotional intelligence of nurses on the relationship between patients and nurses, as well as patient satisfaction.
• Emotional Intelligence and Conflict-Handling Styles in Nurses This is a research critique that explores the research problem, the context of the study problem within the existing knowledge, the relevancy of the study to nursing, and the purpose of the research “The relationship […]
• Emotional Intelligence in Nursing Study by Winship The researchers identified their source of stories from a recently published book with inspirational stories about nursing and written by nurses.
• Emotional Intelligence and Effective Leadership in the Healthcare Environment It is also the ability to distinguish the impact of emotions in the life of the individual. He pointed out that EQ enables the individual to adapt to the challenges of the social environment.
• Stress, Emotional Intelligence, and Job Performance Correlation in Nursing Complexity science is important to this study because it enables a person to understand the causes of stress within a system.
• Emotional Intelligence’s Support for Teamwork and Teambuilding in Nursing In instances where a nurse lacks the luxury to pick a team with which to work, understanding others allows the individual to conduct amicable relations for the sake of proper execution of tasks, the health […]
• Emotional Intelligence and Ethical Climates in Places of Work The purpose of this paper is to analyze the importance of having an ethical climate and employees exhibiting high emotional intelligence within a place of work.
• 12 Elements of the Emotional Intelligence The topic of emotional intelligence is of great interest to me; however, the most interesting part of the article was the one describing comprehensive 360-degree assessments.
• Emotional Intelligence and Social Life The subjects of the study will be selected randomly from several population groups based on the social status of the subjects and their living conditions.
• Leadership and Emotional Intelligence Empathy is ability of a person to feel for another individual, to put oneself emotionally in the shoes of others and relate with their feeling. To be successful in leadership, it is important for a […]
• Psychology: Emotional Intelligence and Leadership Emotional intelligence pertains to the ability to realize your own emotions and those of others, the inspiration of yourself and the management of emotions within and outside relationships.
• Emotional Intelligence: Term Definition He also urges society to rethink about the pattern of education that today’s children are going through and to make them alive to emotional intelligence by way of brainstorming in the daily grind so that […]
• Emotional and Traditional Intelligence: Emotional Intelligence Quotient Emotional intelligence is often described as a capacity and ability, skill to assess and perceive and certain ability to manage personal emotions and emotions of others and group emotions.
• Emotional Intelligence and Solution Formation As a rule, EI is understood as the subject’s ability to effectively understand the emotional sphere of human life: to understand emotions and the psychological background of relationships and to use their emotions to solve […]
• Personal Emotional Intelligence Analysis The completion of the survey is a valuable experience as I used to think I could manage my emotions and understand my own and other people’s feelings.
• Emotional Intelligence Training and Organizational Prosperity One of the fundamental assumptions made in the process of preparing this presentation is that emotional communication is universal regardless of the culture.
• Organizational Behavior: Emotional Intelligence To assess the EI in a person that is likely to be promoted to a managerial position, it is best to take notice of how this person acts in stressful situations.
• Emotional Intelligence Assessment This is attributable to the fact that they are aware of our weaknesses and are in a better position to correct us accordingly.
• Inspiring Leadership: Social and Emotional Intelligence Finally, it’s prudent to note that the way one handles himself leads to outstanding individual performance and eventually success of an organization.
• Inspiring Leadership and Emotional Intelligence Sinek asserts that such leaders start with the ‘why’ and not the ‘what’ of business communication. Goleman believes that other people are the best assessors of one’s social intelligence.
• Public Health Leadership: Emotional Intelligence For example, the research by Ramchunder and Martins reveals that there is a significant positive correlation between EI and self-efficacy on the development of effective leadership, which can be applied to the public health sphere.
• Emotional Intelligence in Midwives’ Communication Communication is crucial because it helps the midwives to decide when it is appropriate to consult/ transfer the care of a pregnant woman to a relevant medical practitioner.
• Strengths and Emotional Intelligence in Management Emotional intelligence is more focused on different types of awareness and management that come with analysis and understanding of the actions of a person and their surroundings.
• Radiography Stereotypes and Emotional Intelligence The article explored the concept of EI as the means of improving communication and reducing the effects of sociocultural stereotypes on the quality of radiography.
• Emotional Intelligence and Effective Leadership In terms of the assessment of my personality, it portrays that a have to pay critical attention to the emotions and feelings of other individuals, as disregarding them will question my leadership and abilities to […]
• Emotional Intelligence Criticism by Steve Tobak The main idea of the article consists in the fact that the modern tendency of promoting EI is the result of the profit it generates, which is why its promoters tend to provide insufficient information […]
• Experiential Hospitality and Emotional Intelligence Such an image is even worse for an institution that is operating in the hospitality industry, where the capacity to anticipate and attend to the specific needs of clientele is the generalized hallmark of the […]
• Emotional Intelligence in Working Environment Emotional intelligence is a type of social intelligence that involves the ability to monitor own and others’ emotions in order to discriminate among them and to use the information to guide one’s thinking and actions.
• Emotional Intelligence and Leadership in the UAE In this case, 45 middle and top managers of companies in the United Arab Emirates were asked to participate in the research to understand their level of emotional intelligence and its influence on the overall […]
• Emotional Intelligence Strong and Weak Competencies However, it is agreeable that I have been unable to use the competence to coach and mentor others. The coach indicated that it was hard for me to act and lead others in accordance with […]
• Social and Emotional Intelligence in Education My education philosophy is based on the ideas of pragmatism that had given birth to the learning theory of progressivism and the concepts of social and emotional intelligence.
• Emotional Intelligence in Social Workers As Poulin explains, listening is one of the basic tools for building a link between the patient and the social worker and, therefore, contributing to the development of emotional intelligence in the former.
• Emotional Intelligence’ Elements at the Workplace The vast majority of men and women in business who are very successful demonstrate a level of honesty and trust that is above average.
• Relevance of Emotional Intelligence in Modern Organisations One should control those emotions, and respond to other people’s emotions in the right way; all the latter processes make the ability model. Such a trait allows one to know how people’s emotions change in […]
• Leadership and Emotional Intelligence Concept The goal is to show how I applied various leadership styles to help them in achieving their full potential. To accomplish my tasks, the staff members coached us on various leadership styles that would help […]
• Emotional Intelligence – Psychology Emotional intelligence is defined as the processes that are involved in the recognition, the use, and management of ones own emotional state and also the emotional state of others to solve emotion-laden problems and to […]
• Emotional Intelligence as a Factor of Professional Success American business companies noticed this and started to pay greater attention to the emotional competence of their workers, hire special consultants and advisors to help the employees deal with the emotional intelligence issues, conduct training […]
• Emotional Development and Emotional Intelligence This is based on the fact that emotional intelligence mostly comes from our environment and how we master the nature of occurrences in it.
• Emotional Intelligence, Burnout, and Job Insecurity In order to measure the place of EI as assessed by the 33-item self-report scale in the context of the big-five structure, scores on the 33-item scale were associated with the big-five personality aspects. In […]
• Emotional Intelligence’s Impact in the Workplace The aim of this reflection is to provide a solution on how Emotional Intelligence can be utilised to improve the workplace.
• Emotional Intelligence in Groups In their article, “Building the Emotional Intelligence of Groups”, Druskat and Wolff set out to discuss the concept of emotional intelligence and the role it plays in today’s organizational settings.
• Emotional Intelligence in HR The high scores recorded in the rise of IQ are because of the changing trend in evaluation taking a turn from strictly intellectual testing to testing of competence in the light of psychological statuses gauging […]
• How Emotional Intelligence Influences Leadership In order to be an effective leader, a broad understanding of emotions and their impacts on others is imperative for leaders.
• Characteristics of Emotional Intelligence in Different Areas The researchers claim that EI is “the ability to feel, understand, articulate, manage, and apply the power of emotions to interactions across lines of difference”.
• Emotional Intelligence in Teamwork and Mutual Cooperation From this argument it is right to claim that the virtues of emotional intelligence contribute greatly to the aspects of personality and other individualistic provisions.
• Emotional Intelligence and Servant Leadership This is why it can be said that a leader can achieve much if he is able to understand the importance of inner-maturity and awareness such as the need to become a servant leader.
• Emotional Intelligence and Gender in Leadership Many authors have done a lot of research on the subject, and have found that gender and emotional intelligence determine the leadership style in an organisation. This will precede a criticism of the model and […]
• The Need to Improve One’s Self-Awareness Personal improvement is needed in this area because of the frequent loss of confidence and self-esteem in the process of acting on my emotions.
• Cultivating Emotional Intelligence in the Work Place For a longer period of time, it has been believed that the success of a person at the place of work depends on the level of intelligence of that person known as intelligence quotient.
• The Concept of Emotional Intelligence: A Critical Analysis Organisational behaviour and the behaviour of individuals can be understood through the adoption and practice of emotional intelligence in organisations. Emotional intelligence has to resonate from the management of organisation and entail the training of […]
• The Development of Emotional Intelligence and Its Application According to them, EI is “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s […]
• Emotional Intelligence and Employee Performance Correlation The first dimension in the survey was the satisfaction of the organisation with employee performance while the second dimension used was the level of employee performance in the organisation.
• The Concept of Emotional Intelligence and Its Models Contemporary developments in neuroscience have led to issues of locating and measuring intelligence in the brain. In addition, people have various ways of demonstrating competencies in the core components of emotional intelligence.
• Understanding Leader Emotional Intelligence and Performance On the other hand, behavioral leadership focuses on the behavioral traits of a leader to stimulate certain behavioral responses by people who are led by the leader to develop quality, dedication to duty, and talent […]
• Does Emotional Intelligence Buffer the Effects of Acute Stress?
• On the Other Hand, Does Emotional Intelligence Have a “Dark Side”?
• Does Emotional Intelligence Help in Developing Consumer-Based Brand Equity Research Paper Samples?
• Does Emotional Intelligence Influence Employees, Customers, and Operational Efficiency?
• Does Emotional Intelligence Influence Job Satisfaction?
• Does Emotional Intelligence Mediate the Relation Between Mindfulness and Anxiety and Depression in Adolescents?
• Does Emotional Intelligence Moderate the Relationship Between Mental Health and Job Performance?
• Does Only Emotional Intelligence Matter?
• Does Perceived Emotional Intelligence and Optimism or Pessimism Predict Psychological Well-Being?
• Does Student Leadership Participation Enhance the Development of Emotional Intelligence?
• Do Managers Need Emotional Intelligence to Manage Successfully in the Workplace?
• How Can You Measure Your Current Emotional Intelligence?
• How Does Emotional Intelligence Help Children?
• How Can Emotional Intelligence Be an Effective Tool for Leaders?
• How Does Emotional Intelligence Contribute to Leadership?
• How Does Emotional Intelligence Help Build Effective Interpersonal Relationships?
• How Does Emotional Intelligence Influence Interpersonal Communication?
• How Can Managers Use Emotional Intelligence?
• How Might Action Learning Be Used to Develop the Emotional Intelligence of Public Administrators?
• What Are Social and Emotional Intelligence?
• What Is Some Emotional Intelligence?
• What Are the Implications of Emotional Intelligence for Leaders?
• Does Emotional Intelligence Play a Buffering Role in Adolescence?
• What Are the Relationships Between Traits of Emotional Intelligence and Personality?
• What Are the Links Between Self-Report Emotional Intelligence and Suicide Risk?
• What Are the Five Characteristics of Emotional Intelligence?
• What Are the Four Types of Emotional Intelligence?
• What Is an Excellent Example of Emotional Intelligence?
• What Makes a Person Emotionally Intelligent?
• Which Personality Type Is the Most Emotionally Intelligent?
• Chicago (A-D)
• Chicago (N-B)

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Emotional Intelligence (EQ)

Mia Belle Frothingham

Author, Researcher, Science Communicator

BA with minors in Psychology and Biology, MRes University of Edinburgh

Mia Belle Frothingham is a Harvard University graduate with a Bachelor of Arts in Sciences with minors in biology and psychology

Learn about our Editorial Process

Saul Mcleod, PhD

Editor-in-Chief for Simply Psychology

BSc (Hons) Psychology, MRes, PhD, University of Manchester

Saul Mcleod, PhD., is a qualified psychology teacher with over 18 years of experience in further and higher education. He has been published in peer-reviewed journals, including the Journal of Clinical Psychology.

Olivia Guy-Evans, MSc

Associate Editor for Simply Psychology

BSc (Hons) Psychology, MSc Psychology of Education

Olivia Guy-Evans is a writer and associate editor for Simply Psychology. She has previously worked in healthcare and educational sectors.

Emotional intelligence refers to the ability to perceive, understand, and manage one’s own emotions and relationships. It involves being aware of emotions in oneself and others and using this awareness to guide thinking and behavior. Emotionally intelligent individuals can motivate themselves, read social cues, and build strong relationships

Some researchers propose that emotional intelligence can be learned and strengthened, while others argue it is an inborn characteristic.

The ability to express and manage emotions is essential, but so is the ability to understand, diagnose, and react to the emotions of others. Imagine a world in which one could not understand when a friend felt sad or a classmate was angry.

Why is Emotional Intelligence Critical?

Emotional Intelligence is the “ability to monitor one’s own and other people’s emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behavior” (Salovey and Mayer, 1990).

Having a higher level of emotional intelligence allows one to empathize with others, communicate effectively, and be both self and socially aware. How people respond to themselves and others impacts all types of environments.

Living in this world signifies interacting with many diverse kinds of individuals and constant change with life-changing surprises.

Being emotionally intelligent is key to how one reacts to what life throws. It is furthermore a fundamental element of compassion and comprehending the deeper reasons behind other people’s actions.

It is not the most intelligent people who are the most prosperous or the most fulfilled in life. Many people are academically genius and yet are socially incompetent and unsuccessful in their careers or their intimate relationships.

Intellectual ability or intelligence quotient (IQ) is not enough on its own to achieve success in life. Undoubtedly, IQ can help one get into university, but your Emotional Intelligence (EI) will help one manage stress and emotions when facing final exams.

IQ and EI exist in tandem and are most influential when they build off one another.

Emotional intelligence is also valuable for leaders who set the tone of their organization. If leaders lack emotional intelligence , it could have more far-reaching consequences, resulting in lower worker engagement and a higher turnover rate.

While one might excel at one’s job technically, if one cannot effectively communicate with one’s team or collaborate with others, those specialized skills will get neglected.

By mastering emotional intelligence, one can positively impact anywhere and continue to advance one’s position and career in life. EI is vital when dealing with stressful situations like confrontation, change, and obstacles.

Emotional intelligence helps one build stronger relationships, succeed at work or school, and achieve one’s career and personal goals, as well as reduce group stress, defuse conflict, and enhance job satisfaction.

It can also help connect with one’s inner feelings, turn purpose into action, and make informed decisions about what matters most to oneself.

During these times, it is essential to remember to practice kindness, and being in touch with our emotions can help us do just that.

Examples of Emotional Intelligence

How does one become emotionally intelligent? Below we will discuss what one can do to learn to improve the skills that are behind emotional intelligence (EI).

Emotional intelligence refers to the ability to recognize the meanings of emotions and to reason and problem-solve based on them (Mayer, Caruso, & Salovey, 1999).

By working on and improving these skills, one can become more emotionally intelligent and, therefore, more successful!

Emotional Awareness and Understanding

Self-awareness, or the ability to recognize and comprehend one’s own emotions, is a vital emotional intelligence skill. Beyond acknowledging one’s feelings, however, is being conscious of the effect of one’s actions, moods, and emotions on other people.

According to research by Tasha Eurich, an organizational psychologist, 95% of individuals believe they are self-aware. Still, only 10 to 15 percent genuinely are, which can cause problems for the people one interacts with.

Being with people who are not self-aware can be frustrating and lead to increased stress and decreased encouragement.

To become self-aware, one must be capable of monitoring one’s emotions while recognizing different emotional reactions and correctly identifying each distinct emotion.

Self-aware individuals also can recognize the connections between the things they feel and how they act.

These individuals also acknowledge their strengths and weaknesses, are open to new data and experiences, and learn from their exchanges with others.

Furthermore, people who maintain self-awareness have a fine sense of humor, are confident in themselves and their capabilities, and know how others perceive them.

Here are some tips on improving one’s self-awareness:

Ask for constructive feedback from others.

Keep a journal of one’s thoughts and feelings.

Practice mindfulness – try meditating.

Pay careful attention to one’s thoughts and emotions.

Pursue one’s passions and do what makes one happy.

Learn new skills and set goals for oneself.

Reflect on one’s experiences and be grateful.

Use positive self-talk daily.

Work on building a growth mindset.

Emotional Self Regulation (Managing Emotions)

In addition to being aware of one’s own emotions and the impact one has on others, emotional intelligence requires one to regulate and manage one’s emotions .

This does not mean taking emotions out of sight and essentially “locking” them away, hence hiding one’s true feelings. It just means waiting for the right time and place to express them. Self-regulation is all about communicating one’s emotions appropriately in context. A reaction tends to be involuntary.

The more in tune one is with one’s emotional intelligence, the easier one can transition from an instant reaction to a well-thought-out response. It is crucial to remember to pause, breathe, compose oneself, and do what it takes to manage one’s emotions.

This could mean anything to oneself, like taking a walk or talking to a friend, so that one can more appropriately and intentionally respond to tension and adversity.

Those proficient in self-regulation tend to be flexible and acclimate well to change. They are also suitable for handling conflict and diffusing uncomfortable or difficult situations.

People with healthy self-regulation skills also tend to have heightened conscientiousness. They reflect on how they influence others and take accountability for their actions.

Here are some tips on improving one’s self-regulation:

Look at challenges as opportunities.

Be mindful of thoughts and feelings.

Build distress and anxiety tolerance skills.

Work on accepting reflections and emotions.

Find ways to manage difficult emotions.

Practice communication and social skills.

Recognize that one has a choice in how one responds.

Use cognitive reframing to change emotional responses and thought patterns.

Social Empathy (Perceiving Emotions)

Empathy , or the capability to comprehend how other people are feeling, is crucial to perfecting emotional intelligence.

However, it involves more than just being able to identify the emotional states of others. It also affects one’s responses to people based on this knowledge.

How does one respond when one senses someone is feeling sad or hopeless? One might treat them with extra care and consideration, or one might make a push to lift their mood.

Being empathetic also allows one to understand the authority dynamics that frequently influence social relationships, especially in the workplace.

This is essential for guiding one’s daily interactions with various people. In fact, it is found that empathy ranks as the number one leadership skill.

Leaders proficient in empathy perform more than 40% higher in coaching, engaging others, and decision-making. In a different study, researchers found that leaders who show more empathy toward their co-workers and constructive criticism are viewed as better performers by their supervisors.

Those competent in this element can recognize who maintains power in different relationships. They also understand how these forces impact feelings and behaviors. Because of this, they can accurately analyze different situations that hinge on such power dynamics.

Here are some tips on improving social empathy:

Be willing to share emotions.

Listen to other people.

Practice meditation.

Engage in a purpose like a community project.

Meet and talk to new people.

Try to imagine yourself in someone else’s place.

Social Skills (Using Emotions)

The ability to interact well with others is another vital aspect of emotional intelligence. Solid social skills allow people to build meaningful relationships with others and develop a more robust understanding of themselves and others.

Proper emotional understanding involves more than just understanding one’s own emotions and those of others. One also needs to put this information to work in one’s daily interactions and communications.

In the workplace or professional settings, managers benefit by being able to build relationships and connections with employees.

Workers benefit from developing a solid rapport with leaders and co-workers. Some prefer to avoid conflict, but it is crucial to address issues as they arise correctly.

Research shows that every unaddressed conflict can waste almost eight hours of company time on unproductive activities, damaging resources and morale. Essential social skills include active listening , verbal communication, nonverbal communication, leadership , and persuasiveness.

Here are some tips on improving social skills:

Ask open-ended questions.

Find icebreakers that will help start conversations.

Practice good eye contact.

Practice active listening with the entire body.

Notice other people’s social skills.

Show interest in others and ask them personal questions.

Watch one’s body language and that of others.

In The Workplace

Emotional intelligence includes showing genuine compassion, empathizing with the needs of individuals, and encouraging the ongoing personal growth of individuals.

When a leader takes into account the emotions of their followers, they then learn how to best engage with them.

1. Lending a Compassionate Ear to a Frustrated Co-Worker

Employees will inevitably get upset, have bad moods, argue, and just generally have bad days. In practice, compassion, understanding, and awareness are definite signs of emotional intelligence.

Awareness of and reacting to other people’s emotional states shows an understanding that all humans experience intense emotions and says that a person’s feelings matter.

2. Listening to Others Respectfully

Ever been to a conference when it seems like everyone is speaking over each other, trying to get the last word?

This is not only an indication of egos taking over and a lack of consideration for others; these are also indications of there being a lack of emotional intelligence.

When individuals are allowed to speak, and others listen without persistent interruptions, it is a good sign of EI. It shows reciprocal respect between parties and is more likely to lead to a productive conclusion in meetings.

3. Being Flexible

Flexibility is a critical term in organizations today. Building flexibility into how people function can be the difference between keeping the best workers and drifting out the door.

Emotionally intelligent leaders comprehend the changing needs of others and are ready to work with them rather than attempting to impose rigid restrictions on how people go about their work.

They do not expect everyone to work the hours they do, hold the same priorities, or live by precisely the same values.

In Healthcare

1. being patient with hurting individuals.

When in healthcare, it is expected that doctors and nurses will have to manage people in pain. Emotional intelligence not only allows for better patient care but also for better self-care.

For instance, if a patient is lashing out, and one can see that they are in pain, one will be far less likely to take their combativeness personally and treat them better.

2. Acting as the Effective Leader

In healthcare, there is a necessity to have influential leaders, a trusting environment with a helpful team, critical thinking, and quality patient and family-centered care.

A higher emotional intelligence will allow healthcare professionals to respond and react better to patients. Studies have shown a correlation between emotional intelligence and positive patient outcomes.

3. Responding Better to Stressful Situations

Multiple occasions in healthcare involve an urgent situation involving a life or death scenario. Doctors and nurses must check their own emotions.

Being in healthcare is a highly emotional career, and being aware of your feelings when they come up is key to effective self-care.

Interacting with patients can cause overwhelming joy or deep sadness, and these fluctuations can be utterly exhausting.

The ability to deal with these feelings, take breaks, and ask for help when you need it is another example of good emotional intelligence that nurses should practice.

Tips for Improving EI

Be more self-aware.

Awareness of one’s emotions and emotional responses to others can significantly improve one’s emotional intelligence. Knowing when one is feeling anxious or angry can help process and communicate those feelings in a way that promotes healthy results.

Recognize how others feel

Emotional intelligence could start with self-reflection, but measuring how others perceive one’s behavior and communication is essential. Adjusting one’s message based on how one is being received is an integral part of being emotionally intelligent.

Practice active listening

People communicate verbally and nonverbally, so listening and monitoring for potentially positive and negative reactions is essential. Taking the time to hear others also demonstrates a level of respect that can form the basis for healthy relationships.

Communicate clearly

Solid communication skills are critical for emotional intelligence. Knowing what to express or write and when to offer information is crucial for building strong relationships.

For instance, as a manager in a work environment, communicating expectations and goals is required to keep everyone on the same page.

Stay positive

A positive attitude is incredibly infectious. Emotionally intelligent people comprehend the power of positive words, encouraging emails, and friendly gestures. When one can also remain positive in a stressful situation, one can help others stay calm. It can also encourage further problem-solving and collaboration.

Thinking about how others might be feeling is an essential quality of emotional intelligence. It means you can empathize with feelings that one may not be feeling oneself and respond in a way that is respectful and relaxing to others.

Be open-minded

Emotionally intelligent people are comfortable to approach because they are good listeners and can consider and understand other viewpoints. They are also receptive to learning new things and embracing novel ideas.

Listen to feedback

It is essential to be the type of person who can hear feedback, whether it is positive on a recent presentation or more critical advice on how you should commission tasks more efficiently.

Being receptive to feedback means taking responsibility for one’s actions and being willing to improve how one communicates with others.

Stay calm under pressure

It is essential to approach stressful situations with a calm and positive attitude. Pressures can quickly escalate, primarily when people are operating under deadlines, so keeping steady and concentrating on finding a solution will help everyone complete their goals.

History of Emotional Intelligence

In the 1930s, psychologist Edward Thorndike explained the concept of “social intelligence” as the ability to get along with other individuals.

During the 1940s, psychologist David Wechsler suggested that different practical elements of intelligence could play a critical role in how successful people are in life.

In the 1950s, the school of thought was known as humanistic psychology, and scholars such as Abraham Maslow concentrated attention on how people could build emotional strength.

Another critical concept to arise in the development of emotional intelligence was the concept of multiple intelligences . This idea was put forth in the mid-1970s by Howard Gardner, presenting the idea that intelligence was more than just a single, broad capacity.

Emotional intelligence did not come into our vernacular until around 1990. The term “emotional intelligence” was first utilized in 1985 as it was presented in a doctoral dissertation by Wayne Payne.

In 1987, there was an article written by Keith Beasley and published in Mensa Magazine that used the term emotional quotient or EQ.

Then in 1990, psychologists John Mayer and Peter Salovey published their milestone article, Emotional Intelligence , in the journal Imagination, Cognition, and Personality .

They described emotional intelligence as the capability to monitor one’s and others’ feelings and emotions, discriminate among them, and use this knowledge to guide one’s thinking and actions.

Salovey and Mayer also initiated a research study to develop accurate measures of emotional intelligence and explore its significance. For example, they found in one investigation that when a group of people saw an upsetting film, those who ranked high on emotional clarity, or the ability to recognize and label a mood that is being experienced, recovered more quickly.

In a different study, people who scored higher in the ability to perceive accurately, understand and appraise others’ emotions were sufficiently capable of responding flexibly to changes in their social environments and building supportive social networks.

But despite it being a relatively new term, attraction to the concept has grown tremendously. In 1995, the concept of emotional intelligence was popularized after the publication of Daniel Goleman’s book  Emotional Intelligence: Why It Can Matter More Than IQ.

Frequently Asked Questions

Why is emotional intelligence important in the workplace.

Researchers have indicated that emotional intelligence influences how excellently employees interact with their colleagues, and EI is also considered to play a role in how employees manage stress and conflict.

It also affects overall performance on the job. Other studies have connected emotional intelligence with job satisfaction.

Studies have shown that workers with higher scores on measures of EI also tend to be ranked higher on criteria of interpersonal functioning, leadership abilities, and stress management.

While standard intelligence was associated with leadership success, it alone was not enough. People who are prosperous at work are not just brilliant; they also have a high EI.

But emotional intelligence is not simply for CEOs and senior executives.

It is a quality that is essential at every level of a person’s career, from university students looking for internships to seasoned workers hoping to take on a leadership role.

Emotional intelligence is critical to success if one wants to succeed in the workplace and move up the career ladder.

Can emotional intelligence be taught?

As it turns out, the question whether emotional intelligence can be learned is not a straightforward one to answer.

Some psychologists and researchers claim that emotional intelligence is a skill that is not quickly learned or improved. Other psychologists and researchers, though, believe it can be improved with practice.

One key to improving EI is sustained practice – especially in high-stakes situations. Referring back to the above tips, one could read them and say those guidelines are pretty straightforward.

But, the challenging task is to do these practices in real-time and consistently. It takes practice to develop these skills. Then as you acquire them, you have to rehearse them under stress.

Can emotional intelligence be measured?

Several different assessments have arisen to gauge levels of emotional intelligence. These trials typically fall into one of two types: self-report tests and ability tests.

Self-report tests are the most abundant because they are the quickest to administer and score. Respondents respond to questions or statements on such tests by rating their behaviors.

For example, on a comment such as “I sense that I understand how others are feeling,” a test-taker might describe the statement as strongly agree, somewhat agree, somewhat disagree, or strongly disagree.

On the other hand, ability tests involve people responding to situations and assessing their skills. These tests often require people to demonstrate their abilities, which a third party rates.

If one is taking an emotional intelligence trial issued by a mental health professional, here are two measures that could be used: Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) and the Emotional and Social Competency Inventory (ESCI).

What is the dark side of emotional intelligence?

The dark side of emotional intelligence is using one’s understanding of emotions manipulatively, to deceive, control, or exploit others.

High emotional intelligence can mask hidden agendas, enabling insincere charm or feigned empathy, potentially leading to deceitful or self-serving actions.

Boyatzis, R. E., & Goleman, D. (2011). Emotional and social competency inventory (ESCI): A user guide for accredited practitioners.  Retrieved December ,  17 , 2019.

Eurich, T. (2018). What self-awareness really is (and how to cultivate it).  Harvard Business Review , 1-9.

Gardner, H. E. (2000). Intelligence reframed: Multiple intelligences for the 21st century . Hachette UK.

Goleman, D. (1996).  Emotional intelligence: Why it can matter more than IQ . Bloomsbury Publishing.

Mayer, J. D., Caruso, D. R., & Salovey, P. (1999). Emotional intelligence meets traditional standards for an intelligence.  Intelligence, 27 (4), 267-298.

Mayer, J. D., & Salovey, P. (1993). The intelligence of emotional intelligence.  Intelligence, 17 (4), 433-442.

Mayer, J. D., & Salovey, P. (2007).  Mayer-Salovery-Caruso emotional intelligence test . Toronto: Multi-Health Systems Incorporated.

Payne, W. L. (1985). A study of emotion: developing emotional intelligence; self-integration; relating to fear, pain and desire.

Salovey, P., & Mayer, J. D. (1990). Emotional intelligence .  Imagination, cognition and personality ,  9 (3), 185-211.

Thorndike, R. L., & Stein, S. (1937). An evaluation of the attempts to measure social intelligence.  Psychological Bulletin ,  34 (5), 275.

Wechsler, D., & Kodama, H. (1949).  Wechsler intelligence scale for children  (Vol. 1). New York: Psychological corporation.

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Emotional Intelligence: How We Perceive, Evaluate, Express, and Control Emotions

Is EQ more important than IQ?

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Shereen Lehman, MS, is a healthcare journalist and fact checker. She has co-authored two books for the popular Dummies Series (as Shereen Jegtvig).

Hinterhaus Productions / Getty Images 

• How Do I Know If I'm Emotionally Intelligent?
• How It's Measured

Why Is Emotional Intelligence Useful?

• Ways to Practice
• Tips for Improving

Emotional intelligence (AKA EI or EQ for "emotional quotient") is the ability to perceive, interpret, demonstrate, control, evaluate, and use emotions to communicate with and relate to others effectively and constructively. This ability to express and control  emotions  is essential, but so is the ability to understand, interpret, and respond to the emotions of others. Some experts suggest that emotional intelligence is  more important than IQ  for success in life.

While being book-smart might help you pass tests, emotional intelligence prepares you for the real world by being aware of the feelings of others as well as your own feelings.

How Do I Know If I'm Emotionally Intelligent?

Some key signs and examples of emotional intelligence include:

• An ability to identify and describe what people are feeling
• An awareness of personal strengths and limitations
• Self-confidence and self-acceptance
• The ability to let go of mistakes
• An ability to accept and embrace change
• A strong sense of curiosity, particularly about other people
• Feelings of empathy and concern for others
• Showing sensitivity to the feelings of other people
• Accepting responsibility for mistakes
• The ability to manage emotions in difficult situations

How Is Emotional Intelligence Measured?

A number of different assessments have emerged to measure levels of emotional intelligence. Such tests generally fall into one of two types: self-report tests and ability tests.

Self-report tests are the most common because they are the easiest to administer and score. On such tests, respondents respond to questions or statements by rating their own behaviors. For example, on a statement such as "I often feel that I understand how others are feeling," a test-taker might describe the statement as disagree, somewhat disagree, agree, or strongly agree.

Ability tests, on the other hand, involve having people respond to situations and then assessing their skills. Such tests often require people to demonstrate their abilities, which are then rated by a third party.

If you are taking an emotional intelligence test administered by a mental health professional, here are two measures that might be used:

• Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) is an ability-based test that measures the four branches of Mayer and Salovey's EI model. Test-takers perform tasks designed to assess their ability to perceive, identify, understand, and manage emotions.
• Emotional and Social Competence Inventory (ESCI)   is based on an older instrument known as the Self-Assessment Questionnaire and involves having people who know the individual offer ratings of that person’s abilities in several different emotional competencies. The test is designed to evaluate the social and emotional abilities that help distinguish people as strong leaders.

There are also plenty of more informal online resources, many of them free, to investigate your emotional intelligence.

Try Our Free Emotional Intelligence Test

Our fast and free EQ test can help you determine whether or not your responses to certain situations in life indicate a high level of emotional intelligence:

What Are the 4 Components of Emotional Intelligence?

Researchers suggest that there are four different levels of emotional intelligence including emotional perception, the ability to reason using emotions, the ability to understand emotions, and the ability to manage emotions.  

• Perceiving emotions : The first step in understanding emotions is to perceive them accurately. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions.
• Reasoning with emotions : The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention.
• Understanding emotions :   The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of the person's anger and what it could mean. For example, if your boss is acting angry, it might mean that they are dissatisfied with your work, or it could be because they got a speeding ticket on their way to work that morning or that they've been fighting with their partner.
• Managing emotions : The ability to manage emotions effectively is a crucial part of emotional intelligence and the highest level. Regulating emotions and responding appropriately as well as responding to the emotions of others are all important aspects of emotional management.

Recognizing emotions - yours and theirs - can help you understand where others are coming from, the decisions they make, and how your own feelings can affect other people.

The four branches of this model are arranged by complexity with the more basic processes at the lower levels and the more advanced processes at the higher levels. For example, the lowest levels involve perceiving and expressing emotion, while higher levels require greater conscious involvement and involve regulating emotions.

Interest in teaching and learning social and emotional intelligence has grown in recent years. Social and emotional learning (SEL) programs have become a standard part of the curriculum for many schools.

The goal of these initiatives is not only to improve health and well-being but also to help students succeed academically and prevent bullying. There are many examples of how emotional intelligence can play a role in daily life.

Thinking Before Reacting

Emotionally intelligent people know that emotions can be powerful, but also temporary. When a highly charged emotional event happens, such as becoming angry with a co-worker, the emotionally intelligent response would be to take some time before responding.

This allows everyone to calm their emotions and think more rationally about all the factors surrounding the argument.

Greater Self-Awareness

Emotionally intelligent people are not only good at thinking about how other people might feel but they are also adept at understanding their own feelings. Self-awareness allows people to consider the many different factors that contribute to their emotions.

Empathy for Others

A large part of emotional intelligence is being able to think about and empathize with how other people are feeling. This often involves considering how you would respond if you were in the same situation.

People who have strong emotional intelligence are able to consider the perspectives, experiences, and emotions of other people and use this information to explain why people behave the way that they do.

How You Can Practice Emotional Intelligence

Emotional intelligence can be used in many different ways in your daily life. Some different ways to practice emotional intelligence include:

• Being able to accept criticism and responsibility
• Being able to move on after making a mistake
• Being able to say no when you need to
• Being able to share your feelings with others
• Being able to solve problems in ways that work for everyone
• Having empathy for other people
• Having great listening skills
• Knowing why you do the things you do
• Not being judgemental of others

Emotional intelligence is essential for good interpersonal communication. Some experts believe that this ability is more important in determining life success than IQ alone. Fortunately, there are things that you can do to strengthen your own social and emotional intelligence.

Understanding emotions can be the key to better relationships, improved well-being, and stronger communication skills. 

Press Play for Advice On How to Be Less Judgmental

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Are There Downsides to Emotional Intelligence?

Having lower emotional intelligence skills can lead to a number of potential pitfalls that can affect multiple areas of life including work and relationships. People who have fewer emotional skills tend to get in more arguments, have lower quality relationships, and have poor emotional coping skills.

Being low on emotional intelligence can have a number of drawbacks, but having a very high level of emotional skills can also come with challenges. For example:

• Research suggests that people with high emotional intelligence may actually be less creative and innovative.
• Highly emotionally intelligent people may have a hard time delivering negative feedback for fear of hurting other people's feelings.
• Research has found that high EQ can sometimes be used for manipulative and deceptive purposes.

Can I Boost My Emotional Intelligence?

While some people might come by their emotional skills naturally, some evidence suggests that this is an ability you can develop and improve. For example, a 2019 randomized controlled trial found that emotional intelligence training could improve emotional abilities in workplace settings.

Being emotionally intelligent is important, but what steps can you take to improve your own social and emotional skills? Here are some tips.

If you want to understand what other people are feeling, the first step is to pay attention. Take the time to listen to what people are trying to tell you, both verbally and non-verbally. Body language can carry a great deal of meaning. When you sense that someone is feeling a certain way, consider the different factors that might be contributing to that emotion.

Picking up on emotions is critical, but we also need to be able to put ourselves into someone else's shoes in order to truly understand their point of view. Practice empathizing with other people. Imagine how you would feel in their situation. Such activities can help us build an emotional understanding of a specific situation as well as develop stronger emotional skills in the long-term.

The ability to reason with emotions is an important part of emotional intelligence. Consider how your own emotions influence your decisions and behaviors. When you are thinking about how other people respond, assess the role that their emotions play.

Why is this person feeling this way? Are there any unseen factors that might be contributing to these feelings? How to your emotions differ from theirs? As you explore such questions, you may find that it becomes easier to understand the role that emotions play in how people think and behave.

Drigas AS, Papoutsi C. A new layered model on emotional intelligence . Behav Sci (Basel). 2018;8(5):45. doi:10.3390/bs8050045

Salovey P, Mayer J. Emotional Intelligence . Imagination, Cognition, and Personality.  1990;9(3):185-211.

Feist GJ. A meta-analysis of personality in scientific and artistic creativity . Pers Soc Psychol Rev . 1998;2(4):290-309. doi:10.1207/s15327957pspr0204_5

Côté S, Decelles KA, Mccarthy JM, Van kleef GA, Hideg I. The Jekyll and Hyde of emotional intelligence: emotion-regulation knowledge facilitates both prosocial and interpersonally deviant behavior . Psychol Sci . 2011;22(8):1073-80. doi:10.1177/0956797611416251

Gilar-Corbi R, Pozo-Rico T, Sánchez B, Castejón JL. Can emotional intelligence be improved? A randomized experimental study of a business-oriented EI training program for senior managers . PLoS One . 2019;14(10):e0224254. doi:10.1371/journal.pone.0224254

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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A New Layered Model on Emotional Intelligence

Athanasios s. drigas.

1 Net Media Lab, Institute of Informatics & Telecommunications, National Centre for Scientific Research “Demokritos”, 15310 Agia Paraskevi, Greece

Chara Papoutsi

2 Net Media Lab, Institute of Informatics & Telecommunications, NCSR Demokritos, 15310 Agia Paraskevi, Greece; [email protected]

Emotional Intelligence (EI) has been an important and controversial topic during the last few decades. Its significance and its correlation with many domains of life has made it the subject of expert study. EI is the rudder for feeling, thinking, learning, problem-solving, and decision-making. In this article, we present an emotional–cognitive based approach to the process of gaining emotional intelligence and thus, we suggest a nine-layer pyramid of emotional intelligence and the gradual development to reach the top of EI.

1. Introduction

Many people misinterpret their own emotional reactions, fail to control emotional outbursts, or act strangely under various pressures, resulting in harmful consequences to themselves, others, and society. Other people have a greater ability to perform sophisticated information processing about emotions and emotion-relevant stimuli and to use this information as a guide for their own thoughts and behaviors and for others, in general [ 1 ].

Emotional intelligence (EI) is of great interest to scientists and researchers. Studies, from the past till today, continue to be made about the nature of emotional intelligence, its measurement, its structure, its positive and negative effects, and its relationship to many research fields [ 2 , 3 , 4 , 5 , 6 , 7 , 8 ]. Its influence on daily life in the short and long-term is important as well.

Intellectual ability is significant to succeed in everyday life within many different sectors [ 9 , 10 , 11 , 12 ]. Intelligence is an important aspect of the mind that includes a lot of cognitive abilities such as one’s abilities in logic, planning, problem-solving, adaptation, abstract thinking, understanding of ideas, language use, and learning [ 13 , 14 ]. However, there are some other important components that contribute to the aforementioned success including social capabilities, emotional adaptation, emotional sensitivity, empathy, practical intelligence, and incentives [ 15 , 16 ]. EI also focuses on the character and aspects of self-control, such as the ability to delay pleasures, the tolerance to frustrations, and the regulation of impulses (ego strength) [ 17 ]. Emotional intelligence also speaks to many areas of the psychological sciences—for example, the neuroscience of emotion, the theory of self-regulation, and metacognition—as well as the search for human cognitive abilities beyond what is traditionally known as academic intelligence [ 18 , 19 ].

In this paper, we are going to present the most discussed theories of intelligence, of emotions, and of emotional intelligence. We then present the construction of a 9-layer model (pyramid) of emotional intelligence which aims to show the levels a human must pass in order to reach the upper level of EI—emotional unity. The stratification of the pyramid of emotional intelligence is in tune with the pyramid of the functions of general intelligence [ 20 ].

2. Research Findings

2.1. theories of intelligence.

The structure, nature, and characteristics of human intelligence have been discussed and have been the subject of debate since the time of Plato and Aristotle, at least a thousand years ago. Plato defined intelligence as a “learning tune” [ 21 , 22 ]. Under this concept, Plato and Aristotle put forth the three components of mind and soul: intellect, sentiment, and will [ 23 ]. The word “intelligence” comes from two Latin words: intellegentia and ingenium. The first word, considered in the way Cicero used the term, means “understanding” and “knowledge”. The second word means “natural predisposition” or “ability” [ 24 ].

At various points in recent history, researchers have proposed different definitions to explain the nature of intelligence [ 22 ]. The following are some of the most important theories of intelligence that have emerged over the last 100 years.

Charles Spearman [ 25 ] developed the theory of the two factors of intelligence using data factor analysis (a statistical method) to show that the positive correlations between mental examinations resulted from a common underlying agent. Spearman suggested that the two-factor theory had two components. The first was general intelligence, g , which affected one’s performance in all mental tasks and supported all intellectual tasks and intellectual abilities [ 25 , 26 ]. Spearman believed that the results in all trials correlated positively, underlying the importance of general intelligence [ 25 , 27 ]. The second agent Spearman found was the specific factor, s . The specific factor was associated with any unique capabilities that a particular test required, so it differed from test to test [ 25 , 26 ]. Regarding g , Spearman saw that individuals had more or less general intelligence, while s varied from person to person in a job [ 28 ]. Spearman and his followers gave much more importance to general intelligence than to the specific agent [ 25 , 29 ].

In 1938, American psychologist Louis L. Thurstone suggested that intelligence was not a general factor, but a small set of independent factors that were of equal importance. Thurstone formulated a model of intelligence that centered on “Primary Mental Abilities” (PMAs), which were independent groups of intelligence that different individuals possessed in varying degrees. To detect these abilities, Thurstone and his wife, Thelma, thought up of a total of 56 exams. They passed the test bundle to 240 students and analyzed the scores obtained from the tests with new methods of Thurstone’s method of analysis. Thurstone recognized seven primary cognitive abilities: (1) verbal understanding, the ability to understand the notions of words; (2) verbal flexibility, the speed with which verbal material is handled, such as in the production of rhymes; (3) number, the arithmetic capacity; (4) memory, the ability to remember words, letters, numbers, and images; (5) perceptual speed, the ability to quickly discern and distinguish visual details, and the ability to perceive the similarities and the differences between displayed objects; (6) inductive reasoning, the extraction of general ideas and rules from specific information; and (7) spatial visualization, the ability to visualize with the mind and handle objects in three dimensions [ 30 , 31 ].

Joy Paul Guilford extended Thurstone’s work and devoted his life to create the model for the structure of intelligence. SI (Structure of Intellect theory, 1955) contains three dimensions: thought functions, thought content, and thought products. Guilford described 120 different kinds of intelligence and 150 possible combinations. He also discovered the important distinction between convergent and divergent thought. The convergent ability results in how well one follows the instructions, adheres to rules, and tries. The divergent ability decreases depending on whether or not one follows the instructions or if one has a lot of questions, and it usually means that one is doing the standard tests badly [ 32 , 33 ].

The Cattell-Horn Gf-Gc and the Carroll Three-Stratum models are consensual psychometric models that help us understand the construction of human intelligence. They apply new methods of analysis and according to these analyses, there are two basic types of general intelligence: fluid intelligence (gf) and crystallized intelligence (gc). Fluid intelligence represents the biological basis of intelligence. How fast someone thinks and how well they remember are elements of fluid intelligence. These figures increase in adulthood but as we grow older they decrease. Fluid intelligence enables a person to think and act quickly, to solve new problems, and to encode short-term memories. Crystallized intelligence, on the other hand, is the knowledge and skills acquired through the learning process and through experience. Crystallized abilities come from learning and reading and are reflected in knowledge trials, general information, language use (vocabulary), and a wide variety of skills. As long as learning opportunities are available, crystallized intelligence may increase indefinitely during a person’s life [ 14 , 34 ].

In the 1980s, the American psychologist Robert Sternberg proposed an intelligence theory with which he tried to extend the traditional notion of intelligence. Sternberg observed that the mental tests that people are subjected to for various intelligence measurements are often inaccurate and sometimes inadequate to predict the actual performance or success. There are people who do well on the tests but not so well in real situations. Likewise, the opposite occurred as well. According to Sternberg’s triarchic (three-part) theory of intelligence, intelligence consists of three main parts: analytical intelligence, creative intelligence, and practical intelligence. Analytical intelligence refers to problem-solving skills, creative intelligence includes the ability to handle new situations using past experiences and current skills, and practical intelligence refers to the ability to adapt to new situations and environments [ 35 , 36 ].

In 1983, psychologist Howard Gardner introduced his theory of Multiple Intelligences (MI), which, at that time, was a fundamental issue in education and a controversial topic among psychologists. According to Gardner, the notion of intelligence as defined through the various mental tests was limited and did not depict the real dimensions of intelligence nor all the areas in which a person can excel and succeed. Gardner argued that there is not only one kind of general intelligence, but rather that there are multiple intelligences and each one is part of an independent system in the brain. The theory outlines eight types of “smart”: Linguistic intelligence (“word smart”), Logical–mathematical intelligence (“number/reasoning smart”), Spatial intelligence (“picture smart”), Bodily–Kinesthetic intelligence (“body smart”), Musical intelligence (“music smart”), Interpersonal intelligence (“people smart”), Intrapersonal intelligence (“self smart”), and Naturalist intelligence (“nature smart”) [ 37 , 38 ].

2.2. Emotions

According to Darwin, all people, irrespective of their race or culture, express emotions using their face and body with a similar way as part of our evolutionary heritage [ 39 , 40 ]. Emotion is often defined as a complex feeling which results in physical and psychological changes affecting thought and behavior. Emotions include feeling, thought, nervous system activation, physiological changes, and behavioral changes such as facial expressions. Emotions seem to dominate many aspects of our lives as we have to recognize and to respond to important events related to survival and/or the maintenance of prosperity and, therefore, emotions serve various functions [ 41 ]. Emotions are also recognized as one of the three or four fundamental categories of mental operations. These categories include motivation, emotion, cognition, and consciousness [ 42 ]. Most major theories of emotion agree that cognitive processes are a very important source of emotions and that feelings comprise a powerful motivational system that significantly influences perception, cognition, confrontation, and creativity [ 43 ]. Researchers have been studying how and why people feel emotion for a long time so various theories have been proposed. These include evolutionary theories [ 44 , 45 ], the James-Lange Theory [ 46 , 47 ], the Cannon-Bard Theory [ 48 ], Schacter and Singer’s two-factor theory [ 49 , 50 ], and cognitive appraisal [ 51 ].

2.3. Emotional Intelligence

Anyone can become angry-that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way-this is not easy. —Aristotle, The Nicomachean Ethics

Thorough research has indicated the important role that emotions play in our lives in many fields [ 52 , 53 , 54 , 55 ]. Researchers have found that Emotional Intelligence is equal to or sometimes much more important than I.Q [ 56 , 57 , 58 , 59 , 60 ]. Emotion and intelligence are heavily linked [ 61 , 62 , 63 ]. If you are aware of your own and others’ feelings, this will help you manage behaviors and relationships and predict success in many sectors [ 64 , 65 , 66 ].

Emotional Intelligence is the ability to identify, understand, and use emotions positively to manage anxiety, communicate well, empathize, overcome issues, solve problems, and manage conflicts. According to the Ability EI model, it is the perception, evaluation, and management of emotions in yourself and others [ 67 ]. Emotional Intelligence (EI), or the ability to perceive, use, understand, and regulate emotions, is a relatively new concept that attempts to connect both emotion and cognition [ 68 ].

Emotional Intelligence first appeared in the concept of Thorndike’s “social intelligence” in 1920 and later from the psychologist Howard Gardner who, in 1983, recommended the theory of multiple intelligence, arguing that intelligence includes eight forms. American psychologists Peter Salovey and John Mayer, who together introduced the concept in 1990 [ 69 ], define emotional intelligence “as the ability to monitor one’s own and other’s emotions, to discriminate among them, and to use the information to guide one’s thinking and actions”. People who have developed their emotional intelligence have the ability to use their emotions to direct thoughts and behavior and to understand their own feelings and others’ feelings accurately. Daniel Goleman, an American writer, psychologist, and science journalist, disclosed the EI concept in his book named “Emotional Intelligence” [ 58 , 59 , 60 ]. He extended the concept to include general social competence. Goleman suggested that EI is indispensable for the success of one’s life.

Mayer and Salovey suggested that EI is a cognitive ability, which is separate but also associated with general intelligence. Specifically, Mayer, Salovey, Caruso, and Sitarenios [ 70 ] suggested that emotional intelligence consists of four skill dimensions: (1) perceiving emotion (i.e., the ability to detect emotions in faces, pictures, music, etc.); (2) facilitating thought with emotion (i.e., the ability to harness emotional information in one’s thinking); (3) understanding emotions (i.e., the ability to understand emotional information); and (4) managing emotions (i.e., the ability to manage emotions for personal and interpersonal development). These skills are arranged hierarchically so that the perceptual emotion has a key role facilitating thinking, understanding emotions, and managing emotions. These branches are arising from higher order basic skills, which are evolved as a person matures [ 67 , 71 ].

According to Bar-On emotional-social intelligence is composed of emotional and social abilities, skills and facilitators. All these elements are interrelated and work together. They play a key role in how effectively we understand ourselves and others, how easily we express ourselves, but also in how we deal with daily demands [ 72 ].

Daniel Goleman (1998) defines Emotional Intelligence/Quotient as the ability to recognize our own feelings and those of others, to motivate ourselves, and to handle our emotions well to have the best for ourselves and for our relationships. Emotional Intelligence describes capacities different from, but supplementary to, academic intelligence. The same author introduced the concept of emotional intelligence and pointed out that it is composed of twenty-five elements which were subsequently compiled into five clusters: Self Awareness, Self-Regulation, Motivation, Empathy, and Social Skills [ 61 , 73 ].

Petrides and Furnham (2001) developed the Trait Emotional Intelligence model which is a combination of emotionally-related self-perceived abilities and moods that are found at the lowest levels of personality hierarchy and are evaluated through questionnaires and rating scales [ 74 ]. The trait EI essentially concerns our perceptions of our inner emotional world. An alternative tag for the same construct is trait emotional self-efficacy. People with high EI rankings believe that they are “in touch” with their feelings and can regulate them in a way that promotes prosperity. These people may enjoy higher levels of happiness. The trait EI feature sampling domain aims to provide complete coverage of emotional aspects of personality. Trait EI rejects the idea that emotions can be artificially objectified in order to be graded accurately along the IQ lines [ 75 ]. The adult sampling domain of trait EI contains 15 facets: Adaptability, Assertiveness, Emotion perception (self and others), Emotion expression, Emotion management (others’), Emotion regulation, Impulsiveness (low), Relationships, Self-esteem, Self-motivation, Social awareness, Stress management, Trait empathy, Trait happiness, and Trait optimism [ 76 ].

Research on emotional intelligence has been divided into two distinct areas of perspectives in terms of conceptualizing emotional competencies and their measurements. There is the ability EI model [ 77 ] and the trait EI [ 74 ]. Research evidence has consistently supported this distinction by revealing low correlations between the two [ 64 , 78 , 79 , 80 , 81 ].

EI refers to a set of emotional abilities that are supposed to foretell success in the real world above and beyond general intelligence [ 82 , 83 ]. Some findings have shown that high EI leads to better social relationships for children [ 84 ], better social relations for adults [ 85 ], and more positive perception of individuals from others [ 85 ]. High EI appears to influence familial relationships, intimate relationships [ 86 ], and academic achievement positively [ 87 , 88 ]. Furthermore, EI consistently seems to predict better social relations during work performance and in negotiations [ 89 , 90 ] and a better psychological well-being [ 91 ].

3. The Pyramid of Emotional Intelligence: The Nine-Layer Model

Τaking into consideration all the theories of the past concerning pyramids and layer models dealing with EI, we analyze the levels of our pyramid step by step ( Figure 1 ), their characteristics, and the course of their development so as to conquer the upper levels, transcendence and emotional unity, as well as pointing out the significance of EI. Our model includes features from both constructions (the Ability EI and the Trait EI model) in a more hierarchical structure. The ability level refers to awareness (self and social) and to management. The level of trait refers to the mood associated with emotions and the tendency to behave in a certain way in emotional states considering other important elements that this construction includes as well. The EI pyramid is also based on the concepts of intrapersonal and interpersonal intelligences of Gardner [ 92 , 93 ].

The emotional intelligence pyramid (9-layer model).

3.1. Emotional Stimuli

Every day we receive a lot of information-stimuli from our environment. We need to incorporate this information and the various stimuli into categories because they help us to understand the world and the people that surround us better [ 94 ]. The direct stimulus of emotions is the result of the sensorial stimulus processing by the cognitive mechanisms [ 95 , 96 , 97 ]. When an event occurs, sensorial stimuli are received by the agent. The cognitive mechanisms process this stimulus and produce the emotional stimuli for each of the emotions that will be affected [ 98 ]. Emotional stimuli are processed by a cognitive mechanism that determines what emotion to feel and subsequently produce an emotional reaction which may influence the occurrence of the behavior. Emotional stimuli are generally prioritized in perception, are detected more quickly, and gain access to conscious awareness [ 99 , 100 ]. The emotional stimuli constitute the base of the pyramid of emotional intelligence pointing to the upper levels of it.

3.2. Emotion Recognition

The next level of the pyramid after the emotional stimuli is the recognition of emotions simultaneously expressed at times. Accuracy is higher when emotions are both expressed and recognized. Emotion recognition includes the ability to accurately decode the expressions of others’ feelings, usually transmitted through non-verbal channels (i.e., the face, body, and voice). This ability is positively linked to social ability and interaction, as non-verbal behavior is a reliable source of information on the emotional states of others [ 101 ]. Elfenbein and Ambady commented that emotion recognition is the most “reliably validated component of emotional intelligence” linked to a variety of positive organizational outcomes [ 102 ]. The ability to express and recognize emotions in others is an important part of the daily human interaction and interpersonal relationships as it is a representation of a critical component of human socio-cognitive capacities [ 103 ].

3.3. Self-Awareness

Socrates mentions in his guiding principle, “know thyself”. Aristotle also mentioned “knowing yourself is the beginning of all wisdom”. These two ancient Greek aphorisms encompass the concept of self-awareness, a cognitive capacity, which is the following step in our pyramid after having conquered the previous two. Self-Awareness is having a clear perception of your personality, including your strengths, weaknesses, thoughts, beliefs, motives, and feelings [ 104 ]. As you develop self-awareness, you are able to change your thoughts which, in turn, allow you to change your emotions and eventually change your actions. Crisp and Turner [ 105 ] described self-awareness as a psychological situation in which people know their traits, feelings, and behaviors. Alternatively, it can be defined as the realization of oneself as an individual entity. Developing self-awareness is the first step to develop your EI. The lack of self-awareness in terms of understanding ourselves and having a sense of ourselves that has roots in our own values impedes our ability to self-manage and it is difficult, if not impossible, to know and to respond to the others’ feelings [ 61 ]. Daniel Goleman [ 106 , 107 ] recognized self-awareness as emotional consciousness, accurate self-esteem, and self-confidence. Knowing yourself means having the ability to understand your feelings, having an accurate self-assessment of your own strengths and weaknesses, and showing self-confidence. According to Goleman, self-awareness must be ahead of social awareness, self-management, and relationship management which are important factors of EI.

3.4. Self-Management

Once you have clarified your emotions and the way they can affect the situations and other people, you are ready to move to the EQ area of self-management. Self-management allows you to control your reactions so that you are not driven by impulsive behaviors and feelings. With self-management, you become more flexible, more extroverted, and receptive, and at the same time less critical on situations and less reactionary to people’s attitudes. Moreover, you know more about what to do. When you have recognized your feelings and have accepted them, you are then able to manage them much better. The more you learn on the way to manage your emotions, the greater your ability will be to articulate them in a productive way when need be [ 108 ]. This does not mean that you must crush your negative emotions, but if you realize them, you can amend your behavior and make small or big changes to the way you react and manage your feelings even if the latter is negative. The second emotional intelligence (EQ) quadrant of self-management consists of nine key components: (1) emotional self-control; (2) integrity; (3) innovation and creativity; (4) initiative and prejudice to action; (5) resilience; (6) achievement guide; (7) stress management; (8) realistic optimism and (9) intentionality [ 80 , 106 , 107 , 109 ].

3.5. Social Awareness—Empathy—The Discrimination of Emotions

Since you have cultivated the ability to understand and control your own emotions, you are ready to move on to the next step of recognizing and understanding the emotions of people around you. Self-Management is a prerequisite for Social-Awareness. It is an expansion of your emotional awareness. Social Awareness refers to the way people handle relationships and awareness of others’ feelings, needs, and concerns [ 110 ]. The Social Awareness cluster contains three competencies: Empathy, Organizational Awareness, Service Orientation [ 107 ]. Being socially aware means that you understand how you react to different social situations, and effectively modify your interactions with other people so that you achieve the best results. Empathy is the most important and essential EQ component of social awareness and is directly related to self-awareness. It is the ability to put oneself in another’s place (or “shoes”), to understand him as a person, to feel him and to take into account this perspective related to this person or with any person at a time. With empathy, we can understand the feelings and thoughts of others from their own perspective and have an active role in their concerns [ 111 ]. The net result of social awareness is the ongoing development of social skills and a personal continuous improvement process [ 107 , 112 , 113 ]. Discrimination of emotions belongs to that level of the pyramid because it is a rather intellectual ability that gives people the capacity to discriminate with accuracy between different emotions and label them appropriately. The latter in relation to the other cognitive functions contributes to guide thinking and behavior [ 77 ].

3.6. Social Skills—Expertise

After having developed social awareness, the next level in the pyramid of emotional intelligence that helps raising our EQ is that of social skills. In emotional intelligence, the term social skills refers to the skills needed to handle and influence other people’s emotions effectively to manage interactions successfully. These abilities range from being able to tune into another person’s feelings and understand how they feel and think about things, to be a great collaborator and team player, to expertise at emotions of others and at negotiations. It is all about the ability to get the best out of others, to inspire and to influence them, to communicate and to build bonds with them, and to help them change, grow, develop, and resolve conflict [ 114 , 115 , 116 ]. Social skills under the branch of emotional intelligence can include Influence, Leadership, Developing Others, Communication, Change Catalyst, Conflict Management, Building Bonds, Teamwork, and Collaboration [ 61 ]. Expertise in emotions could be characterized as the ability to increase sensitivity to emotional parameters and the ability not only to accurately determine the relevance of emotional dynamics to negotiation but also the ability to strategically expose the emotions of the individual and respond to emotions stemming from others [ 117 ].

3.7. Self-Actualization—Universality of Emotions

As soon as all six of these levels have been met, the individual has reached the top of Maslow’s hierarchy of needs; Self-Actualization. Every person is capable and must have the will to move up to the level of self-actualization. Self-Actualization, according to Maslow [ 118 , 119 , 120 ], is the realization of personal potential, self-fulfillment, pursuing personal development and peak experiences. It is important to note that self-actualization is a continual process of becoming, rather than a perfect state one reaches such as a ‘happy ever after” [ 121 ]. Carl Rogers [ 122 , 123 ] also created a theory that included a “growth potential” whose purpose was to incorporate in the same way the “real self” and the “ideal self”, thereby cultivating the appearance of the “fully functioning person”. Self-actualization is one of the most important EI skills. It is a measure of your sense that you have a substantial personal commitment to life and that you are offering the gifts to your world that are most important for you. Reuven Bar-On [ 124 ] illustrates the close relationship between emotional intelligence and self-actualization. His research led him to conclude that “you can actualize your potential capacity for personal growth only after you are socially and emotionally effective in meeting your needs and dealing with life in general”. Self-actualizers feel empathy and kinship towards humanity as a whole and therefore, that cultivates the universality of emotions, so that those they have emotional intelligence in one culture probably have emotional intelligence in another culture too and they have the ability to understand the difference of emotions and their meanings despite the fact that sometimes emotions are culturally dependent [ 125 , 126 ].

3.8. Transcendence

Maslow also proposed that people who have reached self-actualization will sometimes experience a state he referred to as “transcendence”. In the level of Transcendence, one helps others to self-actualize, find self-fulfillment, and realize their potential [ 127 , 128 ]. The emotional quotient is strong and those who have reached that level try to help other people understand and manage their own and others’ emotions too. Transcendence refers to the much higher and more comprehensive or holistic levels of human consciousness, by behaving and associating, as ends rather than as means, to ourselves, to important others, to human in general, to other species, to nature, and to the world [ 129 ]. Transcendence is strongly correlated with self-esteem, emotional well-being and global empathy. Self-transcendence is the experience of seeing yourself and the world in a way that is not impeded by the limits of one’s ego identity. It involves an increased sense of meaning and relevance to others and to the world [ 130 , 131 ]. In his perception of transcendence Plato affirmed the existence of absolute goodness that he characterized as something that cannot be described and it is only known through intuition. His ideas are divine objects that are transcendent of the world. Plato also speaks of gods, of God, of the cosmos, of the human soul, and of that which is real in material things as transcendental [ 132 ]. Self-transcendence can be expressed in various ways, behaviors and perspectives like the exchange of wisdom and emotions with others, the integration of physical/natural changes of aging, the acceptance of death as part of life, the interest in helping others and learning about the world, the ability to leave your losses behind, and the finding of spiritual significance in life [ 133 ].

3.9. Emotional Unity

Emotional unity is the final level in our pyramid of emotional intelligence. It is an intentionally positive oriented dynamic, in a sense that it aims towards reaching and keeping a dominance of emotions, which inform the subject that he or she is controlling the situation or the setting in an accepted shape. This reached level of emotional unity in the subject can be interpreted as an outcome of emotional intelligence [ 134 ]. The emotional unity is an internal harmony. In emotional unity one feels intense joy, peace, prosperity, and a consciousness of ultimate truth and the unity of all things. In a symbiotic world, what you do for yourself, you ultimately do for another. It all starts with our love for ourselves, so that we can then channel this important feeling to everything that exists around us [ 135 ]. Not only in human beings, but also in animals, plants, oceans, rocks, and so forth. All it takes is to see the spark of life and miracle in everything and be more optimistic. The point is that somehow, we are all interconnected, and the more we delve deeper our heart and follow it, the less likely it will be for us to do things that can harm others or the planet in general [ 136 ]. The others are not separate from us. Emotional unity emanates humility and empathy that bears with the imperfections of the other. Plato in Parmenides also talks about unity [ 137 ], Being, and One. As Parmenides writes: “Being is ungenerated and indestructible, whole, of one kind and unwavering, and complete. Nor was it, nor will it be, since now it is, all together, one, continuous…” [ 138 , 139 ].

4. Cognitive and Metacognitive Processes in the Emotional Intelligence Pyramid

Cognition encompasses processes such as attention, memory, evaluation, problem-solving language, and perception [ 140 , 141 ]. Cognitive processes use existing knowledge and generate new knowledge. Metacognition is defined as the ability to monitor and reflect upon one’s own performance and capabilities [ 142 , 143 ]. It is the ability of individuals to know their own cognitive functions in order to monitor and to control their learning process [ 144 , 145 ]. The idea of meta-cognition relies on the distinction between two types of cognitions: primary and secondary [ 146 ]. Metacognition includes a variety of elements and skills such as Metamemory, Self-Awareness, Self-Regulation, and Self-Monitoring [ 144 , 147 ].

Metacognition in Emotional Intelligence means that an individual perceives his/her emotional skills [ 148 , 149 ]. Its processes involve emotional-cognitive strategies such as awareness, monitoring, and self-regulation [ 150 ]. Apart from the primary emotion, a person can experience direct thoughts that accompany this emotion as people may have additional cognitive functions that monitor a given emotional situation [ 151 ], they may evaluate the relationship between emotion and judgment [ 152 ], and they may try to manage their emotional reaction [ 153 ] for the improvement of their own personality and that will motivate them to help other people for better interpersonal interactions. Applying the meta-knowledge to socio-emotional contexts should lead to the opportunity to learn to correct one’s emotional errors and to promote the future possibility of a proper response to the situation while maintaining and cultivating the relationship [ 154 ].

In the pyramid of Emotional Intelligence, to move from one layer to another, cognitive and metacognitive processes are occurred ( Figure 2 ).

The cognitive and metacognitive processes to move from a layer to another.

5. Discussion & Conclusions

Emotional Intelligence is a very important concept that has come back to the fore in the last decades and has been the subject of serious discussions and studies by many experts. The importance of general intelligence is neither underestimated nor changed, and this has been proven through many surveys and studies.

On the other hand, however, we must also give emotional intelligence the place it deserves. The cultivation of emotional intelligence can contribute to and provide many positive benefits to people’s lives in accordance with studies, surveys, and with what has been already mentioned. When it comes to happiness and success in life, emotional intelligence (EQ) matters just as much as intellectual ability (IQ) [ 60 ]. Furthermore, it should be noted that despite the various discussions about emotional intelligence, studies have shown that emotional abilities that make up emotional intelligence are very important for the personal and social functioning of humans [ 83 ]. A core network of brain regions such as the amygdala and ventromedial prefrontal cortex is the key to a range of emotional abilities and plays a crucial role for human lesions [ 155 ]. Specific Emotional Intelligence components (Understanding Emotions and Managing Emotions) are directly related to the structural microarchitecture of major axial pathways [ 156 ].

With emotional intelligence you acknowledge, accept, and control your emotions and emotional reactions as well as those of other people. You learn about yourself and move on to the understanding of other people’s self. You learn to coexist better, which is very important since we are not alone in this world and because when we want to advance ourselves, and society as a whole, there must be cooperation and harmony. With emotional intelligence, you learn to insist, to control your impulses, to survive despite adversities and difficulties, to hope for and to have empathy. Emotional Intelligence provides you with a better inner world to cope with the outside world according to Trait EI [ 157 ]. It involves and engages higher cognitive functions such as attention, memory, regulation, reasoning, awareness, monitoring, and decision-making. The results show that negative mood and anticipated fear are two factors of the relationship between trait EI and risk-taking in decision-making processes among adults [ 158 ]. Research has also shown this positive correlation between emotional intelligence and cognitive processes and this demonstrates the important role that emotional intelligence plays with emotion and cognition, thus, empowering individuals and their personality and benefitting the whole society [ 159 , 160 , 161 , 162 , 163 , 164 ].

Αs we rise through the levels of the pyramid of emotional intelligence that we have presented, we step closer to its development to the fullest extent, to the universality of emotions, to emotional unity. The human being is good at trying to reach the last level of the pyramid because at each level he cultivates significant emotional, cognitive, and metacognitive skills that are important resources for the successes in one’s personal life, professional life, interpersonal relationships, and in life in general.

Emotional intelligence is a skill that can be learned and developed [ 165 , 166 ]. The model of emotional intelligence has been created with a better distinct classification. It is a more structured evaluation and intervention model with hierarchical levels to indicate each level of emotional intelligence that everyone is at and with operating procedures to contribute to the strengthening of that level and progressive development of the individual to the next levels of emotional intelligence. It is a methodology for the further development and evolution of the individual. This model can have practical applications as an evaluation, assessment, and training tool in any aspect of life such as interpersonal relationships, work, health, special education, general education, and academic success. Researchers claim that an emotional mind is important for a good life as much as an intelligent mind and, in certain cases, it matters more [ 167 ]. The ultimate goal should be to develop Emotional Intelligence, do further research on the benefits of such an important capacity and the correlations between the layered Emotional Intelligence model and other variables.

In this paper, we presented the pyramid of Emotional Intelligence as an attempt to create a new layer model based on emotional, cognitive, and metacognitive skills. In essence, each higher level of the pyramid is an improvement toward one’s personal growth and a higher state of self-regulation, self-organization, awareness, consciousness, attention, and motivation.

Author Contributions

A.S.D. and C.P. contributed equally in the conception, development, writing, editing, and analysis of this manuscript. The authors approved the final draft of the manuscript.

This research received no external funding.

Conflicts of Interest

The authors declare no conflict of interest.

The Importance of Emotional Intelligence (Incl. Quotes)

Can you manage those feelings without allowing them to swamp you?

Can you motivate yourself to get jobs done? Do you sense the emotions of others and respond effectively?

If you answered yes to these questions, it is likely that you have developed some or all of the skills that form the basis of emotional intelligence.

Emotional intelligence ( EI ) forms the juncture at which cognition and emotion meet, it facilitates our capacity for resilience, motivation, empathy, reasoning, stress management, communication, and our ability to read and navigate a plethora of social situations and conflicts. EI matters and if cultivated affords one the opportunity to realize a more fulfilled and happy life.

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:

What is the importance of emotional intelligence, five categories of emotional intelligence (ei/eq), value and benefits of emotional intelligence.

• Self Management, Self Regulation, and EQ

Resilience and EQ

Does emotional intelligence matter more than iq, is there a link between ei and job performance, how about emotional intelligence and motivation, using emotional intelligence to deal with stress, linking ei and decision-making, can emotional intelligence and success be related, goals and ei, how eq affects communication, why emotional intelligence matters for happiness.

• 6 Youtube Videos and TED Talks on Emotional Intelligence

21 Quotes on the Value of Emotional Intelligence

A take-home message.

The term ‘ Emotional Intelligence ’, first coined by psychologists Mayer and Salovey (1990), refers to one’s capacity to perceive, process and regulate emotional information accurately and effectively, both within oneself and in others and to use this information to guide one’s thinking and actions and to influence those of others.

Emotional intelligence can lead us on the path to a fulfilled and happy life by providing a framework through which to apply standards of intelligence to emotional responses and understand that these responses may be logically consistent or inconsistent with particular beliefs about emotion.

As the workplace evolves, so too does the body of research supporting that individuals (from interns to managers) with higher EI are better equipped to work cohesively within teams, deal with change more effectively, and manage stress – thus enabling them to more efficiently pursue business objectives.

Goleman (1995) recognized five distinct categories of skills which form the key characteristics of EI and proposed that, unlike one’s intelligence quotient (IQ), these categorical skills can be learned where absent and improved upon where present.

Thus, EI, unlike its relatively fixed cousin, IQ, is instead a dynamic aspect of one’s psyche and includes behavioral traits that, when worked upon, can yield significant benefits, from personal happiness and wellbeing to elevated success in a professional context.

Self-awareness is the first step toward introspective self-evaluation and enables one to identify behavioral and emotional aspects of our psychological makeup which we can then target for change.

Emotional self-awareness is also about recognizing what motivates you and, in turn, what brings you fulfillment.

• Self-regulation: the ability to manage one’s negative or disruptive emotions, and to adapt to changes in circumstance. Those who are skilled in self-regulation excel in managing conflict, adapt well to change and are more likely to take responsibility.
• Motivation: the ability to self-motivate, with a focus on achieving internal or self-gratification as opposed to external praise or reward. Individuals who are able to motivate themselves in this way have a tendency to be more committed and goal focused.
• Empathy: the ability to recognize and understand how others are feeling and consider those feelings before responding in social situations. Empathy also allows an individual to understand the dynamics that influence relationships, both personal and in the workplace.
• Social skills: the ability to manage the emotions of others through emotional understanding and using this to build rapport and connect with people through skills such as active listening, verbal and nonverbal communication.
• Self-awareness: the ability to recognize and understand one’s own emotions and their impact on others.

Emotional intelligence has been shown to play a meaningful role in academic success, mental and physical health, as well as attainment in professional domains; the findings of Bar-On (1997) suggested that people with higher EI performed better than those with lower EI in life.

In the modern, agile workplace, there is an ever-increasing emphasis from employers on the importance of EI over academic qualifications.

The importance of EI should not go unappreciated; the ability to understand and manage your emotions is the first step in realizing your true potential. How can we achieve meaningful progress if we don’t recognize and acknowledge the point from where we’re starting? When checking directions on your sat-nav, a destination is useless unless we know the origin.

Whether it be connecting with others and improving interpersonal communication, achieving success in the workplace or social relationships, dealing with stress and improving motivation or refining decision-making skills – emotional intelligence plays a central role in realizing success in both personal and professional life.

The value and benefits of emotional intelligence are vast in terms of personal and professional success. It is a core competency in many vocations, can support the advancement towards academic and professional success, improve relationships, and boost communication skills, the list goes on.

Bar-On (1997) goes so far as to suggest that people with higher EI tend to perform better than those with lower EI in life overall, regardless of IQ. There has been much discussion regarding the benefits of teaching EI in schools , with an emphasis on the idea that emotionally intelligent children grow up to become emotionally intelligent adults.

Proficiency in EI is becoming a vital prerequisite in prolonged or intense areas of ‘emotional work’ such as nursing, social work, the service industry, and management roles. High EI improves the physical and psychological health of people and encourages academic and business performance (Bar-On & Parker, 2000).

Emotional intelligence is an integral part of forming and developing meaningful human relationships. Schutte et al (2001) found that, over a series of studies, there were significant links between high EI and more successful interpersonal relations.

Those participants who exhibited higher levels of EI also showed a greater propensity for empathic perspective taking, cooperation with others, developing affectionate and more satisfying relationships as well as greater social skills in general.

So far, we have focused on the social and psychological benefits of EI, it is important to note that self-awareness – the ability to manage emotions and stress – and the ability to solve personal, as well as interpersonal problems, are also significantly related to physical health.

Chronic stress and the prolonged negative effects which accompany it such as anger, depression, and anxiety can precipitate the onset and progression of hypertension, heart problems, and diabetes; increase susceptibility to viruses, and infections; delay healing of wounds and injuries; and exacerbate conditions such as arthritis and atherosclerosis (Bar-On, 2006, Black & Garbutt, 2002).

The value of EI is immense; developing emotional intelligence encourages many positive traits, from resilience to communication, motivation to stress management, all of which can be seen as conducive to effectively achieving personal, physical and occupational health, and success.

Undoubtedly you know how valuable it is to develop your emotional intelligence abilities, but have you ever wondered exactly why?

Research shows there are many benefits for those with high levels of emotional intelligence, including greater resilience, social skills and connection.

But how do you reach a stage where you can reap these benefits? What barriers stand in your way? How can you help your clients, friends, colleagues, students and even your children develop excellent EI skills?

For answers to all these questions and more, check out our Emotional Intelligence Masterclass© .

Self-Management, Self-Regulation, and EQ

While it’s commonly accepted that our emotions are driven by impulses over which we have little-to-no control, we do have the capacity for self-management and  self-regulation ; the ability to manage – if not control – the resultant emotions and our reactions thereto.

Consider the calm and rational pilot despite the aircraft’s landing gear being jammed or the surgeon who carries on with their duties despite losing a patient.

This form of self-regulation builds on the basis of self-awareness and is an integral part of becoming emotionally intelligent by exercising the capacity to liberate ourselves from impulse-driven reaction (Goleman, 1995).

Self-management builds on this further and allows an individual to use knowledge about their emotions to better manage them in order to self-motivate and to create positive social interactions.

Leaders with an aptitude for self-regulation are far less likely to be aggressively confrontational and make snap decisions. Self-regulation and self-management do not pertain to the absence of anger; rather it’s about remaining in control of your emotions and not allowing your actions to be emotion-driven.

In instances of negative emotions such as anger, EI can help identify what you are feeling and determine the cause of the emotion through reflection and self-analysis allowing one to respond in a rational manner.

Self-regulation is critical in relation to other facets of EI and can be developed from early childhood, adolescence and throughout adulthood. Mastering self-management allows us the opportunity to open the door to the other beneficial aspects of EI while in the absence of self-regulation other competencies, such as effective communication and conflict management, are challenging.

The good news is that it’s never too late to embark on self-management and regulation training; the potential benefits are numerous and should not be underestimated.

The skills enabled through the development of self-regulation can aid success for (but by no means limited to) counselors, psychotherapists, small business owners, managers, and executives.

Those with stronger skills in this area are less likely to become angry or exhibit stress while being more likely to respond calmly to negative environments, harness personal needs in order to achieve goals and remain motivated.

Emotional intelligence is undoubtedly a valuable tool to utilize in the face of adversity; it has the potential to enhance not only leadership abilities and teamwork effectiveness but also personal resilience.

Focusing on the impact of EI on one’s resilience, that is, one’s ability to cope with stressful conditions, research suggests that those who display higher levels of emotional intelligence are less likely to succumb to the negative impacts of stressors.

In the context of a leadership role, one might expect increased responsibility to coincide with elevated potential stressors, highlighting the importance of strong EI for those in leadership or management positions.

An investigation into the relationship between emotional intelligence and the stress process found that participants who displayed higher levels of EI were less likely to be negatively impacted by the presence of stressors.

Participants completed an ability-based test of EI before rating the subjectively perceived threat level posed by two stressors, they then self-reported their emotional reaction to said stressors and were also subjected to physiological stress-response tests in order to assess their response.

In summary, the findings suggested that “ EI facets were related to lower threat appraisals, more modest declines in positive affect, less negative affect and challenge physiological responses to stress… This study provides predictive validity that EI facilitates stress resilience, ” (Schneider, Lyons & Khazon, 2013, pp 909).

Further research suggested a link between higher emotional intelligence, resilience and the propensity for depressive behaviors. In an examination of medical professionals – an occupation with a relatively high ‘burnout’ rate – Olson & Matan (2015) found a positive correlation between EI and resilience as well as a negative correlation between resilience, mindfulness, and self-compassion with the ‘burnout’ rate.

In a nutshell, those with higher levels of emotional intelligence also displayed greater resilience and were less likely to ‘burnout’ or succumb to depression.

These results build on previous research which found EI scores were positively correlated with psychological wellbeing while being negatively correlated with depression and burnout. Given the dynamic nature of EI, the study highlighted the potential ability to reduce one’s susceptibility to depression by way of interventions to increase EI (Lin, Liebert, Tran, Lau, & Salles 2016).

Interestingly, EI is strongly correlated with individual advancement and performance, with evidence suggesting a significant link between one’s resilience and one’s motivation to achieve (Magnano, Craparo & Paolillo, 2016).

Furthermore, it is suggested that resilience plays a mediational role between EI and self-motivated achievement. In other words, emotional intelligence is a prerequisite for resilience, and resilience can lead to greater motivation. Resilience has an underlying perseverance component that motivates endurance in the face of obstacles (Luthans, Avey & Avolio, 2010).

When psychologists began to discuss intelligence, the focus was very much on cognitive aspects relating to memory and problem-solving.

While there had been references to intelligence as having “non-intellective”, as well as “intellective” elements such as affective, personal, and social factors (Wechsler, 1943), historically, the concepts of emotion and intelligence, have been regarded as being mutually exclusive. How can one be intelligent about the emotional aspects of life when emotions can hinder individuals from achieving their goals? (Lloyd, 1979).

In reality, high IQ is no guarantee of success. How successful we are in life is determined by both emotional intelligence and by IQ, though intellect works best when it’s accompanied by high emotional intelligence.

Goleman (1995, 2011) suggests that it is not simply a case of IQ versus EI, instead, both have considerable value. Where IQ tells us the level of cognitive complexity a person can achieve and may to some degree predetermine levels of academic achievement, EI tells us which individuals will make the best leaders within top management positions, for example.

IQ has limited connections to both work and life success. Snarey & Vaillant (1985) suggested it is actually less of a predictor of how well we will do in life than our ability to handle frustration, control emotions, and get along with other people – characteristics not only accounted for but also learnable under current EI theory .

Today, standards of intelligence are still commonly applied to cognitive performance. The misconception that IQ alone is the predictor of success is still very real.

In reality, IQ contributes to around 20% of the factors that determine life success – we all know someone (or perhaps are that person) who has a high IQ yet struggles to do ‘well’. So what accounts for the other 80%? Outwith factors such as social class and plain old luck, Goleman (1995) argued that life success is influenced more by an individual’s ability to engage the 5 aspects of EI detailed above.

While there is much discussion regarding the capability of individuals to improve IQ scores, EI can be developed and refined over time with the condition – just like any skill – that it is given the necessary focus and effort to do so. Many would argue that the ability to connect with and understand others is a more powerful skill to possess than cognitive intellect alone.

In the words of American civil rights activist, Maya Angelou:

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

The increasing awareness of emotional intelligence in management-focused literature and leadership training suggests the link between emotional intelligence and job performance not only exists but has value in myriad areas.

The workplace represents a distinct social community, separate from our personal lives, in which there is a growing appreciation that higher EI allows a person to understand themselves and others better, communicate more effectively, and cope with challenging situations.

Utilizing and developing emotional intelligence in the workplace can significantly improve the personal and social capabilities of individuals within that workplace.

EI is about managing emotions in order to improve job performance and, in turn, helping people stay calm and to think logically in order to establish good relationships and achieve goals. There is an undeniable relationship between EI and the way senior executives manage their employees – managers with higher emotional intelligence have the tools at their disposal to not only manage stress but to also recognize and address stress in others.

If we think of emotional intelligence in terms of managing stress and building relationships, the link between emotional intelligence skills and job performance is clear, with stress management positively impacting job commitment and satisfaction.

It is also important to mention that EI does not only apply at management level, likewise, employees lower down the business hierarchy with sophisticated emotional intelligence skills have the desire and ability to establish and maintain high-quality relationships in the workplace (Lopes, Salovey, & Straus, 2003).

Additionally, individuals with high EI are better equipped to effectively manage conflicts and, in turn, sustain relationships within the workplace when compared to those with low to moderate levels of EI.

Increasingly, organizations are recognizing the value of employees who exhibit the skills to cope with change and respond accordingly. EI is an important factor in job performance both on an individual level and a group level. In fact, as an individual moves up an organizational hierarchy, the positive effect of emotional intelligence on coping with situations and doing tasks in effective ways increases (Moghadam, Tehrani & Amin, 2011).

Emotional intelligence matters for motivation, and motivation matters for success. Whether it’s in relation to work, personal goals or health, the emotionally intelligent individual understands the deeper meaning of their aspirations and the self-motivation skills required to achieve them.

Goleman (1995) identified four elements that make up motivation: our personal drive to improve, our commitment to the goals we set for ourselves, our readiness to act on opportunities that present themselves to us and our resilience.

Magnano et al (2016) assert that motivation is the basic psychological process we use to stimulate ourselves into action to achieve a desired outcome. Whether it’s picking up the remote to change the TV channel or dedicating hundreds of hours to delivering a project, without motivation we’d be unable to act.

Motivation arouses, energizes, directs and sustains behavior and performance. Intrinsic motivation, that is, motivation that comes from within, pushes us to achieve our full potential. An Emotionally Intelligent individual not only possesses the skills for self-motivation but also the skills required to motivate others, a useful talent to have especially in management positions.

While self-motivation is central to achieving one’s goals, emotionally intelligent leaders within a business can also impact employee motivation. The capacity to recognize the emotions and, in turn, the concerns of others is an invaluable skill to have at your disposal in terms of realizing the most effective ways to motivate teams and individuals.

In a recent study, the EI levels of first-year medical undergraduates were found to be positively related to self-motivation to study medicine and satisfaction with choosing to study medicine (Edussuriya, Marambe, Tennakoon, Rathnayake, Premaratne, Ubhayasiri, & Wickramasinghe, 2018).

A study of senior managers with high EI employed in public sector organizations found that EI augments positive work attitudes, altruistic behavior, and work outcomes. It seems, unsurprisingly, that happy employees are motivated employees.

The ability to better cope with stress and anxiety, for example, is also a useful EI tool in terms of motivation – if one can recognize the emotions that may have a negative impact on motivation, they can be addressed and managed effectively (Carmeli, 2003).

We all endure stressful days, it’s completely normal and completely manageable if you have the right skills at your disposal. An individual with high Emotional Intelligence has sufficient self-awareness to recognize negative feelings and respond accordingly to prevent escalation. Uncontrolled and misunderstood emotions can exacerbate our vulnerability to other mental health issues, like stress, anxiety, and depression.

The skills associated with emotional intelligence can effectively help individuals deal with negative emotional states like stress and promote more positive emotions in its place. Failure to address and manage stress can lead to a further deterioration of one’s mental state and impact our physical health in turn.

Research into the social, psychological and medical components of stress emphasizes the importance of dealing with negative emotions to effectively cope with stress and in turn, reduce the potential for negative psychological and physical health outcomes.

Ganster & Schaubroeck (1991) consider our working and professional environment as the primary source of the stress, going on to suggest the ability to effectively recognize and deal with emotions and emotional information in the workplace is a vital tool in preventing negative stress and coping with occupational stress.

Emotional intelligence allows us to effectively cope with stress. Furthermore, emotionally intelligent people also have the ability to initially evaluate situations as less stressful.

While this has the obvious effect of lessening the adverse impact thereof, it also results in greater life satisfaction and happiness. Conversely, a deficit in EI and self‐regulation can lead to lower subjective wellbeing and a relatively exaggerated response to stressors.

The intelligent use of emotions is a fundamental mechanism in psychological adaptation and wellbeing. Individuals with higher EI have been found to report lower levels of stress and higher levels of happiness, indicating that the ability to regulate perceived stress directly impacts satisfaction (Ruiz‐Aranda, Extremera & Pineda‐Galán, 2014).

The role of emotional intelligence in perceiving occupational stress and preventing employees of human services from negative health outcomes is essential (Oginska-Bulk, 2005).

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Emotional Intelligence is closely related to personal and professional development, it impacts on more than how we manage our behavior and navigate social complexities, it also affects how we make decisions.

Having an authentic understanding of the emotions we feel and why we are feeling them can have a huge impact on our decision-making abilities, if we can’t look at our emotions objectively how can we avoid making misguided decisions based on them?

Superior emotional intelligence is an important element in the prevention of decision making based on emotional biases, whereas lower EI can create anxiety and lead to poor decisions. It’s not about removing emotions completely from the decision-making process, rather it’s about recognizing the emotions that are unrelated to the problem and not allowing them to be influential to the final result.

Negative emotions can impede problem-solving and decision making both in the workplace and personal circumstances. The ability to recognize emotions that are superfluous to forming a rational decision and having the capacity to effectively disregard said emotions, negating their impact on the final outcome, holds obvious benefits for decision-making processes.

Through a series of questions and observations with a focus on improving EI awareness and using EI skills to enhance the decision-making process, Hess & Bacigalupo (2011) found that organizations and individuals benefitted from the practical application of EI in decision-making scenarios.

The observations suggest EI training is an effective strategy to introduce when developing decision-making skills and aids in understanding the potential consequences of bad decision making.

Understanding the causes and consequences of emotions allows an individual to both manage the feeling and make an objective decision. Imagine you have a disagreement with your partner and go to work angry and a little stressed out, later that day you dismiss a proposal from a colleague without really paying attention to what they’re suggesting – you’re just not in the mood.

This form of emotional interference can be detrimental to the decision-making process, those with more developed EI can identify and manage this kind of emotional interference and avoid emotionally-driven decisions.

Much like happiness, ask someone to define success and you will probably get more than one answer. Does your career make you successful? Your intelligence? How much money you have? Finding contentment and happiness? Depending on who you ask, it can be anything!

What is clear is that no matter your definition of success, emotional intelligence can play a vital role in achieving it.

As addressed, it isn’t always the most intelligent people who achieve the greatest success. IQ alone is not enough to excel in life. You can be the most intelligent person in the room, but if you don’t have EI do you have the skills to quieten negative thoughts or the mental fortitude to manage stress? Goleman (1995) described EI as being powerful and, at times, more powerful than IQ in predicting success in life.

It’s your Emotional Intelligence that really helps you achieve your goals and attain greater levels of success, developing EI can greatly influence our success by contributing to increased morale, motivation and greater co-operation (Strickland, 2000).

In the workplace, managers who consistently outperform their peers not only have technical knowledge and experience, but more importantly, they utilize the strategies associated with EI to manage conflict, reduce stress and as a result, improve their success.

There is growing evidence that the range of abilities that constitute what is now commonly known as ’emotional intelligence’ play a key role in determining success – both in one’s personal life and in the workplace – with real-life applications extending to parenting, relationships, businesses, medical professionals, service workers and so many more.

Emotional intelligence enables one to manage emotions in anxiety-provoking situations, such as taking exams at school or university and also has positive associations with success in personal relationships and social functioning.

Success within social relationships can be achieved by using EI competencies to detect others’ emotional states, adopt others’ perspectives, enhance communication, and regulate behavior.

If we think of goals as an aim or desired result, we can see how emotional intelligence skills can help one to achieve personal goals and when exercised correctly by leaders and managers, can also help to drive change and progress in the workplace.

The facets of EI are interwoven, to achieve self-actualization, we must first achieve motivation, in order to achieve motivation we must also be happy in what we are doing. Without happiness, it is a challenge to reach the levels of motivation required to achieve our goals. In essence, if we are not motivated how can we expect to achieve our goals?

There is a wealth of management literature emphasizing the importance of utilizing EI in relation to success and performance, with a focus on how individuals with high EI perform better in all aspects of a management role.

The average level of Emotional Intelligence of team members is reflected by the team process effectiveness and in team goal focus, conversely teams with lower EI skills performed at a lower level of goal achievement. (Jordana, Ashkanasyb, Härtelb, & Hooperb, 2007)

In order to produce our best and achieve our goals, we need positive self-regard, heightened emotional self-awareness, effective problem solving and decision-making skills. We must understand clearly what our goals are, and be motivated to accomplish all we can.

Our ability to be aware of and understand our own emotions can aid our awareness and understanding of the feelings of others.

This sensitivity, or lack thereof, impacts our communication capabilities in both personal and work life.

If we consider communication in the workplace, and more specifically, conflict resolution in the workplace, individuals with higher emotional intelligence are more likely to approach conflict resolution in a collaborative manner, working together with others in order to effectively reach a mutually acceptable outcome.

Relationships in the workplace are affected by how we manage our own emotions and our understanding of the emotions of those around us.

The ability to identify, manage, and understand emotions help us communicate without resorting to confrontation. A person with high EI is better equipped to manage conflict and build meaningful relationships given their elevated capacity to understand, and therefore address, the needs of those with whom they engage. (Lopez, 2005).

Emotional intelligence has unquestionably received greater attention in recent years as a driver of effective communication within teams, including the growing area of virtual teams (also known as remote or geographically dispersed teams). If we examine EQ as a predictor of virtual team success, the results support that not only is EQ a driver of team viability, but also positively impacts the quality of communication (De Mio, 2002).

The process of successful communication and, in terms of conflict, successful negotiation are closely linked to high levels of EQ. Where those with low levels of EQ may react defensively in stressful situations and escalate conflict, individuals with higher emotional intelligence have the skills available at their disposal to communicate effectively without resorting to confrontation or escalating tension.

Happiness seems like a simple enough concept, but have you ever tried to define it? Try now – what is happiness? It is more difficult than it seems because it means something different to each of us. While it is true that happiness means distinctly different things to different people, what is clear is that emotional intelligence really does matter for happiness irrespective of your interpretation.

EI facilitators such as happiness contribute to our self-actualization and self-actualization, in turn, contributes to our happiness in a positive feedback loop. Happiness, according to Wechsler (1943), is the key factor that has a positive impact on intelligent behavior.

Studies examining the link between EI and a range of interpersonal relations found that participants with higher EQ scores had higher scores for empathic perspective taking, self-monitoring and social skills, cooperation with partners, relationship satisfaction, and more affectionate relationships. (Schutte, Malouff, Bobik, Coston, Greeson, Jedlicka, Rhodes, & Wendorf, 2001).

By developing the skills for EI one can reduce stress, which consequently has a positive impact on wellbeing and happiness. In addition to its motivational value, happiness monitors one’s immediate wellbeing and interjects positive mood in the way individuals cope with daily demands, challenges, and pressures.

It is this positivity that encourages the emotional energy required to increase one’s motivational level to get things done, in short, it helps individuals to achieve what they want to achieve and tells them how well they are doing (Bar-On, 2001).

Research conducted by Furnham (2003) indicated that a large amount of the variance found in happiness and wellbeing to be determined by people’s emotion-related self-perceptions and dispositions such as the ability to regulate emotions, relationship skills, and social competence.

While these EI skills are not the sole contributor to levels of happiness, it is important to recognize their impact, with over 50% of the total variances in happiness being attributed to emotional intelligence competencies.

From Aristotle to Freud, the emphasis on the optimization of happiness has been thoroughly discussed. To augment happiness one is often required to use more sophisticated behavioral patterns such as self-regulation to subdue instant pleasure motivations.

Contemporary psychological research continues to recognize the need for this form of optimization. Mischel (1974) explicitly taught children how to delay immediate pleasures for greater long-term gain. The ability to delay gratification is important in many aspects of cognitive development given the capacity for such delays encourages an increase in cognitive competence and social maturity.

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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6 YouTube Videos and TED Talks on Emotional Intelligence

We recommend watching the following videos for more insight into Emotional Intelligence.

The Power of Emotional Intelligence – Travis Bradberry

You aren’t at the mercy of your emotions – your brain creates them – Lisa Feldman Barrett

6 Steps to Improve Your Emotional Intelligence – Ramona Hacker

Learning Human Values Via Emotional Intelligence – Ruby Bakshi Khurdi

Your Forensic Mirror: Applying Emotional Intelligence To Achieve Success – Paula Clarke

The People Currency: Practicing Emotional Intelligence – Jason Bridges

See also: 15 Most Valuable Emotional Intelligence TED Talks on YouTube .

“Emotional intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80 percent of the “success” in our lives.”

Joshua Freedman

“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”

Daniel Goleman

Maya Angelou

“Anybody can become angry, that is easy; but to be angry with the right person, and to the right degree, and at the right time, and for the right purpose, and in the right way, that is not within everybody’s power, that is not easy.”

“Emotional intelligent people use self-awareness to their advantage to assess a situation, get perspective, listen without judgment, process, and hold back from reacting head on. At times, it means the decision to sit on your decision. By thinking over your situation rationally, without drama, you’ll eventually arrive at other, more sane conclusions.”

Marcel Schwantes

“Never stop because you are afraid – you are never so likely to be wrong.”

Fridtjof Nansen

“We are dangerous when we are not conscious of our responsibility for how we behave, think, and feel.”

Marshall B. Rosenberg

“What really matters for success, character, happiness and life long achievements is a definite set of emotional skills – your EQ — not just purely cognitive abilities that are measured by conventional IQ tests.”

“Whatever is begun in anger, ends in shame.”

Benjamin Franklin

“If you are interested in emotions, learning about them will satisfy your curiosity. If you depend upon emotional knowledge in your job, learning more about emotions would likely help.”

“Do not judge me by my successes, judge me by how many times I fell down and got back up again.”

Nelson Mandela

“When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion.”

Dale Carnegie

“It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over head – it is the unique intersection of both.”

David Caruso

“Until you make the unconscious conscious, it will direct your life and you will call it fate.”

“It takes something more than intelligence to act intelligently.”

Fyodor Dostoyevsky

“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.”

“Emotional intelligence is what humans are good at and that’s not a sideshow. That’s the cutting edge of human intelligence.”

Ray Kurzweil

“Emotional intelligence is the ability to sense, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, connection, and influence.”

Robert K. Cooper

“The strength of character and emotional intelligence to face your failures and learn from them are at the core of success.”

Robert Kiyosaki

“Surround yourself with amazingly intelligent men and women. The people I work with not only are smarter than I am, possessing both intellectual and emotional intelligence, but also share my determination to succeed. I will not make an important decision without them.”

George Steinbrenner

“What I’ve come to realize is that emotional intelligence was the only way I knew how to lead, and is, in my option, the only way to inspire real change.”

Kevin Allen

Find more emotional intelligence quotes here .

Emotional Intelligence is important, the value and benefits of developing your EQ are extensive and in many areas massively under-utilised. Emotional intelligence is the gateway to living a more fulfilled and happy life, and here’s why:

• Emotional intelligence allows you to understand and manage your emotions in order to self-motivate and to create positive social interactions; it’s the first step in realizing your true potential.
• The value and benefits of EI are vast in terms of personal, academic, and professional success.
• Individuals with higher levels of emotional intelligence are less likely to succumb to the negative impacts of stressors, while effectively help individuals deal with negative emotions and promote more positive emotions in its place.
• Intellect works best when it’s accompanied by high emotional intelligence.
• Utilizing and developing emotional intelligence in the workplace can greatly improve both job performance and the social capabilities of individuals within that workplace.
• Emotional Intelligence is a useful skill to prevent making decisions based on emotional biases.
• The process of successful communication and negotiation are closely linked to high levels of EQ.
• Key EI facilitators such as happiness contribute to our self-actualization.

Thanks for reading! I hope you have enjoyed this journey into the world of emotional intelligence and the important role it plays in achieving personal, physical and occupational success.

For further reading:

• 13 Emotional Intelligence Activities & Exercises
• 26 Best Emotional Intelligence Books (Reviews + Summaries)
• The Emotion Wheel: What is It and How to Use it? [+PDF]

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

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• Edussuriya, D., Marambe, K. N., Tennakoon, S. U. B., Rathnayake, R. M. I. S. D., Premaratne, B. G., Ubhayasiri, S. K. & Wickramasinghe, C. U., (2018). Emotional intelligence in first year medical students and its correlates. The Sri Lanka Journal of Medicine, 27 (2), pp.4–13.
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• Lopes, P. N., Salovey, P., Cote, S. & Beers, M. (2005), Emotion regulation ability and the quality of social interaction. Emotion, 5 (1), 112-121.
• Luthans, F., Avey, J. B., Avolio, B. J., & Peterson, S. J. (2010). The development and resulting performance impact of positive psychological capital. Human Resource Development Quarterly , 21(1), 41–67.
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This is great because it is a skill that can be developed over time and the results is towards success and more meaningful personal awareness of oneself life in general and the life of an entrepreneur especially

Now i know that helping others develop their own EI is part of my own EI growth as well. i plan to put this into action more intentionally to increase overall productivity.

I think it’s important to remember that emotional intelligence is a skill that can be developed and improved over time. By practicing mindfulness, improving communication skills, and working on self-awareness, individuals can become more emotionally intelligent and ultimately, more successful in all aspects of their lives. Thank You!

The article is powerful, it offers 360 degree of EQ with practical examples.

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Learn more about the critical role that social and emotional learning plays in promoting student success.

Editor's note: This piece is co-authored by Roger Weissberg, Joseph A. Durlak, Celene E. Domitrovich, and Thomas P. Gullotta, and adapted from Handbook of Social and Emotional Learning: Research and Practice , now available from Guilford Press.

Today's schools are increasingly multicultural and multilingual with students from diverse social and economic backgrounds. Educators and community agencies serve students with different motivation for engaging in learning, behaving positively, and performing academically. Social and emotional learning (SEL) provides a foundation for safe and positive learning, and enhances students' ability to succeed in school, careers, and life.

5 Keys to Successful SEL

Research shows that SEL not only improves achievement by an average of 11 percentile points, but it also increases prosocial behaviors (such as kindness, sharing, and empathy), improves student attitudes toward school, and reduces depression and stress among students (Durlak et al., 2011). Effective social and emotional learning programming involves coordinated classroom, schoolwide, family, and community practices that help students develop the following five key skills :

Self-Awareness

Self-awareness involves understanding one's own emotions, personal goals, and values. This includes accurately assessing one's strengths and limitations, having positive mindsets, and possessing a well-grounded sense of self-efficacy and optimism. High levels of self-awareness require the ability to recognize how thoughts, feelings, and actions are interconnected.

Self-Management

Self-management requires skills and attitudes that facilitate the ability to regulate one's own emotions and behaviors. This includes the ability to delay gratification, manage stress, control impulses, and persevere through challenges in order to achieve personal and educational goals.

Social Awareness

Social awareness involves the ability to understand, empathize, and feel compassion for those with different backgrounds or cultures. It also involves understanding social norms for behavior and recognizing family, school, and community resources and supports.

Relationship Skills

Relationship skills help students establish and maintain healthy and rewarding relationships, and to act in accordance with social norms. These skills involve communicating clearly, listening actively, cooperating, resisting inappropriate social pressure, negotiating conflict constructively, and seeking help when it is needed.

Responsible Decision Making

Responsible decision making involves learning how to make constructive choices about personal behavior and social interactions across diverse settings. It requires the ability to consider ethical standards, safety concerns, accurate behavioral norms for risky behaviors, the health and well-being of self and others, and to make realistic evaluation of various actions' consequences.

School is one of the primary places where students learn social and emotional skills. An effective SEL program should incorporate four elements represented by the acronym SAFE (Durlak et al., 2010, 2011):

• Sequenced: connected and coordinated sets of activities to foster skills development
• Active: active forms of learning to help students master new skills
• Focused: emphasis on developing personal and social skills
• Explicit: targeting specific social and emotional skills

The Short- and Long-Term Benefits of SEL

Students are more successful in school and daily life when they:

• Know and can manage themselves
• Understand the perspectives of others and relate effectively with them
• Make sound choices about personal and social decisions

These social and emotional skills are some of several short-term student outcomes that SEL pro­grams promote (Durlak et al., 2011; Farrington et al., 2012; Sklad et al., 2012). Other benefits include:

• More positive attitudes toward oneself, others, and tasks including enhanced self-efficacy, confidence, persistence, empathy, connection and commitment to school, and a sense of purpose
• More positive social behaviors and relationships with peers and adults
• Reduced conduct problems and risk-taking behavior
• Decreased emotional distress
• Improved test scores, grades, and attendance

In the long run, greater social and emotional competence can increase the likelihood of high school graduation, readiness for postsecondary education, career success, positive family and work relationships, better mental health, reduced criminal behavior, and engaged citizenship (e.g., Hawkins, Kosterman, Catalano, Hill, & Abbott, 2008; Jones, Greenberg, & Crowley, 2015).

Building SEL Skills in the Classroom

Promoting social and emotional development for all students in classrooms involves teaching and modeling social and emotional skills, providing opportunities for students to practice and hone those skills, and giving students an opportunity to apply these skills in various situations.

One of the most prevalent SEL approaches involves training teachers to deliver explicit lessons that teach social and emotional skills, then finding opportunities for students to reinforce their use throughout the day. Another curricular approach embeds SEL instruction into content areas such as English language arts, social studies, or math (Jones & Bouffard, 2012; Merrell & Gueldner, 2010; Yoder, 2013; Zins et al., 2004). There are a number of research-based SEL programs that enhance students' competence and behavior in developmentally appropriate ways from preschool through high school (Collaborative for Academic, Social, and Emotional Learning, 2013, 2015).

Teachers can also naturally foster skills in students through their interpersonal and student-centered instructional interactions throughout the school day. Adult-student interactions support SEL when they result in positive student-teacher relationships, enable teachers to model social-emotional competencies for students, and promote student engagement (Williford & Sanger Wolcott, 2015). Teacher practices that provide students with emotional support and create opportunities for students' voice, autonomy, and mastery experiences promote student engagement in the educational process.

How Schools Can Support SEL

At the school level, SEL strategies typically come in the form of policies, practices, or structures related to climate and student support services (Meyers et al., in press). Safe and positive school climates and cultures positively affect academic, behavioral, and mental health outcomes for students (Thapa, Cohen, Guffey, & Higgins­-D'Alessandro, 2013). School leaders play a critical role in fostering schoolwide activities and policies that promote positive school environments, such as establishing a team to address the building climate; adult modeling of social and emotional competence; and developing clear norms, values, and expectations for students and staff members.

Fair and equitable discipline policies and bullying prevention practices are more effective than purely behavioral methods that rely on reward or punishment (Bear et al., 2015). School leaders can organize activities that build positive relationships and a sense of community among students through structures such as regularly scheduled morning meetings or advisories that provide students with opportunities to connect with each other.

An important component of schoolwide SEL involves integration into multi-tiered systems of support. The services provided to students by professionals such as counselors, social workers, and psychologists should align with universal efforts in the classroom and building. Often through small-group work, student support professionals reinforce and supplement classroom-based instruction for students who need early intervention or more intensive treatment.

Building Family and Community Partnerships

Family and community partnerships can strengthen the impact of school approaches to extending learning into the home and neighborhood. Community members and organizations can support classroom and school efforts, especially by providing students with additional opportunities to refine and apply various SEL skills (Catalano et al., 2004).

After-school activities also provide opportunities for students to connect with supportive adults and peers (Gullotta, 2015). They are a great venue to help youth develop and apply new skills and personal talents. Research has shown that after-school programs focused on social and emotional development can significantly enhance student self-perceptions, school connectedness, positive social behaviors, school grades, and achievement test scores, while reducing problem behaviors (Durlak et al., 2010).

SEL can also be fostered in many settings other than school. SEL begins in early childhood, so family and early childcare settings are important (Bierman & Motamedi, 2015). Higher education settings also have the potential to promote SEL (Conley, 2015).

For more information about the latest advances in SEL research, practice and policy, visit the Collaborative for Academic, Social, and Emotional Learning website .

• Bear, G.G., Whitcomb, S.A., Elias, M.J., & Blank, J.C. (2015). "SEL and Schoolwide Positive Behavioral Interventions and Supports." In J.A. Durlak, C.E. Domitrovich, R.P. Weissberg, & T.P. Gullotta (Eds.), Handbook of Social and Emotional Learning . New York: Guilford Press.
• Bierman, K.L. & Motamedi, M. (2015). "SEL Programs for Preschool Children". In J.A. Durlak, C.E. Domitrovich, R.P. Weissberg, & T.P. Gullotta (Eds.), Handbook of Social and Emotional Learning . New York: Guilford Press.
• Catalano, R.F., Berglund, M.L., Ryan, J.A., Lonczak, H.S., & Hawkins, J.D. (2004). "Positive youth development in the United States: Research findings on evaluations of positive youth development programs." The Annals of the American Academy of Political and Social Science, 591 (1), pp.98-124.
• Collaborative for Academic, Social, and Emotional Learning. (2013). 2013 CASEL Guide: Effective social and emotional learning programs - Preschool and elementary school edition . Chicago, IL: Author.
• Collaborative for Academic, Social, and Emotional Learning. (2015). 2015 CASEL Guide: Effective social and emotional learning programs - Middle and high school edition . Chicago, IL: Author.
• Conley, C.S. (2015). "SEL in Higher Education." In J.A. Durlak, C.E. Domitrovich, R.P. Weissberg, & T.P. Gullotta (Eds.), Handbook of Social and Emotional Learning . New York: Guilford Press.
• Durlak, J.A., Weissberg, R.P., Dymnicki, A.B., Taylor, R.D., & Schellinger, K.B. (2011). "The impact of enhancing students' social and emotional learning: A meta-analysis of school-based universal interventions." Child Development, 82 , pp.405-432.
• Durlak, J.A., Weissberg, R.P., & Pachan, M. (2010). "A meta-analysis of after-school programs that seek to promote personal and social skills in children and adolescents." American Journal of Community Psychology, 45 , pp.294-309.
• Farrington, C.A., Roderick, M., Allensworth, E., Nagaoka, J., Keyes, T.S., Johnson, D.W., & Beechum, N.O. (2012). Teaching Adolescents to Become Learners: The Role of Noncognitive Factors in Shaping School Performance: A Critical Literature Review . Consortium on Chicago School Research.
• Gullotta, T.P. (2015). "After-School Programming and SEL." In J.A. Durlak, C.E. Domitrovich, R.P. Weissberg, & T.P. Gullotta (Eds.), Handbook of Social and Emotional Learning . New York: Guilford Press.
• Hawkins, J.D., Kosterman, R., Catalano, R.F., Hill, K.G., & Abbott, R.D. (2008). "Effects of social development intervention in childhood 15 years later." Archives of Pediatrics & Adolescent Medicine, 162 (12), pp.1133-1141.
• Jones, D.E., Greenberg, M., & Crowley, M. (2015). "Early social-emotional functioning and public health: The relationship between kindergarten social competence and future wellness." American Journal of Public Health, 105 (11), pp.2283-2290.
• Jones, S.M. & Bouffard, S.M. (2012). "Social and emotional learning in schools: From programs to strategies." Social Policy Report, 26 (4), pp.1-33.
• Merrell, K.W. & Gueldner, B.A. (2010). Social and emotional learning in the classroom: Promoting mental health and academic success . New York: Guilford Press.
• Meyers, D., Gil, L., Cross, R., Keister, S., Domitrovich, C.E., & Weissberg, R.P. (in press). CASEL guide for schoolwide social and emotional learning . Chicago: Collaborative for Academic, Social, and Emotional Learning.
• Sklad, M., Diekstra, R., Ritter, M.D., Ben, J., & Gravesteijn, C. (2012). "Effectiveness of school-based universal social, emotional, and behavioral programs: Do they enhance students' development in the area of skill, behavior, and adjustment?" Psychology in the Schools, 49 (9), pp.892-909.
• Thapa, A., Cohen, J., Gulley, S., & Higgins-D'Alessandro, A. (2013). "A review of school climate research." Review of Educational Research, 83 (3), pp.357-385.
• Williford, A.P. & Wolcott, C.S. (2015). "SEL and Student-Teacher Relationships." In J.A. Durlak, C.E. Domitrovich, R.P. Weissberg, & T.P. Gullotta (Eds.), Handbook of Social and Emotional Learning . New York: Guilford Press.
• Yoder, N. (2013). Teaching the whole child: Instructional practices that support social and emotional learning in three teacher evaluation frameworks . Washington, DC: American Institutes for Research Center on Great Teachers and Leaders.
• Zins, J.E., Weissberg, R.P., Wang, M.C., & Walberg, H.J. (Eds.). (2004). Building academic success on social and emotional learning: What does the research say? New York: Teachers College Press.

Social Intelligence vs. Emotional Intelligence and how making the distinction can help you lead

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Intelligence

According to Psychology Today , intelligence is “…a construct that includes problem solving abilities, spatial manipulation and language acquisition.” The American Psychological Association describes the definition of intelligence as all about how well our intellect functions, and what we often measure using IQ tests, aimed at measuring our intelligence quotients. Intelligence measured by IQ tests isn’t the be all and end all. Regardless of the number of languages that you learn to speak, the amount of information you memorize, and even how well you can complete math problems, intelligence inevitably is a more complex measure. Unfortunately , “IQ and technical skills will only get you so far.”

Two types of intelligences that are unmeasurable in IQ tests are pivotal for success in leadership levels in business, and even in innovation, as evidenced in the category for a recent Fast Company article about why venture capitalists look at one of these types of intelligence: innovation agents. These two kinds of intelligence are Emotional Intelligence (EQ) and Social Intelligence (SQ) .

Social Intelligence

Psychology Today states that social intelligence “…develops from experience with people and learning from success and failures in social settings. It is more commonly referred to as “tact,” “common sense,” or “street smarts.”

The magazine describes critical traits for people with high SQ:

• They can carry on conversations with a wide array of people and verbally communicate with appropriate and tactful words, also known as “social expressiveness skills.”
• They’re a dept at learning how to play different social roles , and well-versed at the informal rules of the game that are the creed of social interaction.
• They’re known to be excellent listeners .
• They know how to efficiently analyze what makes people tick by paying attention to what they’re saying and how they’re behaving.
• Not only do they know how to learn to play different social roles; they put those skills into practice to feel at ease with many different types of personalities.
• They take care of the impression of themselves they exude on other people . This is the hardest skillset because it requires “…a delicate balance between managing and controlling the image you portray to others and being reasonably “authentic” and letting others see the true self .” 

Emotional Intelligence

In contrast to SQ, Psychology Today describes emotional intelligence as “ … the ability to identify and manage your own emotions and the emotions of others.” Emotional intelligence contains three competencies:

• Emotional awareness
• Applying emotions to processes such as problem-solving and thinking
• Emotion management implied as both being able to help control other peoples’ feelings as well as your own.

While the following video explaining the EQ concept has more concepts than what was in the Psychology Today article, it successfully breaks down this idea that will help you capitalize human ingenuity:

Emotional intelligence, in fact, is now entering the evaluation criteria for venture capitalists. Fast Company recently interviewed eight VCs about five questions they ask startup founders as they look to award funding. They are:

• How often do they consult with others?
• How do they inspire and encourage people?
• How do they handle tough questions?
• Can they stay flexible without losing focus?
• What type of team have they assembled?

The goal from asking these questions related to emotional intelligence is to see how potential founders handle emotions in constantly-changing, fast-paced environments that feel like pressure cookers. Thus, VCs will be more willing to invest in those capable of developing and maintaining long-term relationships.

Keeping these skills in mind will help you in your quest of adapting your team, and even your overall organization, to the pressure-cooker VUCA world .

Together, they are ESI

When EQ and IQ come together, they form ESI, or Emotional and Social Intelligence. ESI competencies are those “…linked to self-awareness, self-management and relationship management, which enable people to understand and manage their own and others’ emotions in social interactions.” What does this combination mean for me? Think about how we said that technical skills and IQ are not enough to differentiate who will be the best leader, while some may wish that was the case. ESI competencies , rather than IQ and technical ones, are responsible for the gap between the performance of those leaders that are great from those just deemed average . Fortunately, while IQ often gets set in stone early on in life, ESI competencies can be learned and improved over time.

So, how are they different?

Both skillsets are critical for embracing innovation. But, when do we use emotional intelligence and when do we use social intelligence? Will Chou breaks it down like this:

Social intelligence , Chou says, is more about the future . Social intelligence came about so that people could survive, and it’s about figuring out the best way for you to get along, and come out of a situation with a favorable outcome . Even if you have the qualifications on paper, a lack of social intelligence could lead to strained or ruined relationships, as well as lost opportunities. As much as you would maybe like to be blunt with someone when giving feedback, you may try to edit your words to try to convey constructive criticism without putting your foot in your mouth.

In contrast, emotional intelligence is more about the present , and thus more closely related to emotions and feelings. By reading someone’s face, you can tell whether that person is happy, incredibly nervous before going into a job interview, or shy because that person happens to be in his or her own corner in the middle of a party.

How does this apply to Innovation for Growth?

EQ and SQ, combined with your IQ, will be key to harnessing the concepts and frameworks in the Innovation for Growth program to tap your most strategic asset: human ingenuity. You’ll be able to get the most out of your team if you know how to build relationships with them and bring them into your overall strategic goals.

Ready to up your SQ and EQ?

If you’re eager to know more about the Innovation for Growth HiOP, click here for your copy of our informational brochure. And if you’re set on joining us in our next intake, get started on your application .

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What Is Emotional Intelligence & Why Is It Important to Your Career?

In the decades since the concept of emotional intelligence (EI) was introduced by psychologists John Mayer and Peter Salovey, EI has become ubiquitous across fields, including psychology, education, and business. It’s led to everything from the proliferation of social and emotional learning (SEL) education in elementary schools to the development of EI-based leadership programs.

In this article, we’ll discuss what EI means, how you can improve it for yourself, and why it’s important to your career.

The Four Components of Emotional Intelligence (and How to Improve Them)

According to Mental Health America , “emotional intelligence is the ability to manage both your own emotions and understand the emotions of people around you.”

Daniel Goleman, an author who has written extensively about EI, has narrowed down EI to four key components : self-awareness, self-management, relationship management, and social awareness. When these components are all working together, “[EI] can help people make better decisions,” he said in an interview .

But you don’t have to be a natural at EI to apply it to your life and work. In his book Leadership: The Power of Emotional Intelligence , Goleman wrote that research shows people can actually develop their emotional intelligence.

Let’s take a look at each component and how you can begin improving it for yourself.

Self-Awareness

Self-awareness is being conscious of your own feelings and your thoughts about them as well as how those feelings affect others. For example, if an emotionally intelligent person were faced with a crisis at work, they may get upset but will be aware of that feeling. With that awareness, they can allow themselves to feel angry while still acting in a way that is constructive and helps solve the problem instead of shutting down or lashing out.

According to Goleman , the competencies that fall under this component are:

• Self-awareness

One way to help you improve your self-awareness is to begin journaling. Writing down your feelings and actions each day not only forces you to reflect on how you let your emotions affect you, but it can also help you see bigger patterns that may exist. For example, if you notice that you get more frustrated with small issues on days you’ve had little sleep, you can try harder to get a good night’s rest during the workweek.

Self-Management

In emotional intelligence, self-management is the ability to have control over unhelpful or negative thoughts and emotions. In his book The Brain and Emotional Intelligence, Goleman explains that you want the prefrontal cortex area of the brain (responsible for strategy and planning) to have control over the amygdala area (responsible for one’s fight-or-flight response).

According to Goleman, the competencies that fall under this component are:

• Emotional balance
• Adaptability
• Achievement orientation
• Positive outlook

To start getting better at self-management, try setting — and writing down — a daily intention, such as “I need to think about my words before replying to messages today.” Having the phrase written down and posted somewhere you’ll always see it can help you be more intentional with how you act and react.

Relationship Management

Relationship management is the ability to influence and inspire others. In an article for consulting firm Korn Ferry, Goleman calls this “friendliness with a purpose.”

• Coach and mentor
• Conflict management
• Inspirational leadership

To work on relationship management at the office, try ensuring you explain your decisions not only to your peers but also to your employees. You’ll also want to listen when others do the same. This will help you build trust and can help others feel heard and appreciated.

Social Awareness

To be socially aware is to have the ability to empathize with the emotional experiences of individuals as well as to read and understand the emotional drivers behind group dynamics. Regarding the latter, this could be understanding the office politics of a particular organization — individual influencers, intraoffice networks, unspoken rules, etc.

• Organizational awareness

You can work on your social awareness by ensuring you’re present in social interactions, listening to what others have to say as well as watching how people act and react. Additionally, try having a conversation-starter question on hand. This can help you break the ice when meeting others for the first time or diffuse awkwardness when a conversation begins to wane.

>> Read More: The Top Soft Skills Employers Want

How Emotional Intelligence Affects Your Career

According to the National Association of Colleges and Employers (NACE), there are eight career readiness competencies: career and self-development, communication, critical thinking, equity and inclusion, leadership, professionalism, teamwork, and technology. While EI may not tie into the technology competency, it does connect to the other seven.

Career and Self-Development

According to NACE, some of the sample behaviors in this competency include establishing and maintaining relationships as well as being aware of both your strengths and where you need development.

Understanding and being aware of your and other people’s emotions can help you better connect with others. It can also help you be more empathetic and recognize how others want to be treated, which helps with establishing better working relationships, according to leadership development firm EWF International .

Additionally, research shows that emotional intelligence is positively associated with taking ownership of your career goals, according to an article in Human Resource Management Review . Being able and willing not only to set career goals but also to recognize what you need to work on to reach those goals can help with long-term success.

When it comes to professional communication, you should be able to be a good active listener and communicate with others in a way that respects their learning style, abilities, and cultural differences, according to NACE.

By applying the tenets of good emotional intelligence, you can be a stronger communicator. It can help you be more respectful of how each person wants to be communicated with as well as better understand the meaning behind their communication. In the world of instant messaging and emails, this can help you avoid misinterpreting intent in the absence of facial expressions and body language.

Critical Thinking

One of the sample behaviors for critical thinking, according to NACE, is the ability to “make decisions and solve problems using sound, inclusive reasoning and judgment.” Being aware and in control of your emotions — self-management — is linked to critical thinking, according to an article in Psychology Today .

Your emotions can affect how you read and interpret data and vice versa. Knowing when and how to set emotion aside and be objective about a task or findings can help you make better decisions in the long run.

Equity and Inclusion

NACE defines equity and inclusion as the ability to “demonstrate the awareness, attitude, knowledge, and skills required to equitably engage and include people from different local and global cultures.”

This ties into all four components of emotional intelligence. You need to be aware of your own biases (self-awareness), willing to work on and change them (self-management), have empathy for how others feel and want to be treated (social awareness), and be willing to influence others to do the same (relationship management).

According to an article in the Journal of Engineering, Project, and Production Management , EI is a success factor for both leadership and decision-making. It can help you be more empathetic and a better communicator with your team.

“Managers who show more empathy toward direct reports are viewed by their bosses as better performers in their jobs,” according to the Center for Creative Leadership . “Increasing your emotional intelligence quotient [can] directly increase your effectiveness as a leader.”

Professionalism

Being professional means acting with integrity as well as being dependable and consistent. But if you act based on uncontrolled emotions, you may make decisions that are not in your own best interest or that of the organization.

Understanding your own emotions and how to control them may allow you to better navigate times in which negative emotions begin to rise. For example, instead of procrastinating due to fear of failure, you can recognize and accept that emotion, but apply self-management skills to put that fear aside long enough to complete the task at hand.

Think about the last time you worked on a team project. There can often be as many personality types, communication styles, and ideas about how to best complete the task as there are people on the team. This can lead to difficulties in task completion.

When it comes to effective teamwork, you need to be able to read and react to your teammates’ emotional states and adjust your own behavior, according to the National Bureau of Economic Research (NBER). In fact, the NBER published research showing “a clear and statistically significant correlation between being a good team player and emotional perceptiveness.”

>> Read More: Goal-Setting Strategies and Resources

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Thought Leadership

Why emotional intelligence matters more than ever for organizations.

A leader’s ability to apply their knowledge and perform well is a critical measure of not only their own professional development, but also the effectiveness of their organization as a whole. After all, if teams cannot successfully achieve their goals, then the organization will stagnate, which is a precarious state of affairs in this ever-changing business environment. But while supervisors and hiring managers highly value technical skills, research suggests that emotional intelligence (EQ) and the ability to build relationships within teams and beyond can be even more critical for achieving organizational success.

“Personal” Versus “Social” Competence

Unsurprisingly, research shows that leadership and professional skills come in many forms. According to a paper by the Center of Innovations on Learning, technical knowledge, or “personal competence,” refers to technical skills and cognitive ability or, simply, one’s ability to learn and complete tasks. In contrast, “social competence” refers to EQ and the social skills that support building successful interpersonal relationships. A leader who possesses a developed skillset in both categories will demonstrate technical proficiency as well as social adeptness in the workplace.

Why Social Competence Matters for Effective Leadership

Traditionally, the important role that emotions play in the workplace has been ignored or even criticized. Researchers describe how, in many workplaces, “emotions…are a sign of weakness, failure, and error,” and business leaders are directed to only focus on “rational thinking and…decision-making.” As a result, the hiring and promotion functions have traditionally emphasized candidates’ technical aptitude and achievements over soft skills like relationship building and self-awareness.

However, research shows that greater social competence is associated with effective leadership. A 2015 study found that “emotionally intelligent leadership” creates better long-term outcomes by focusing on the larger business context. In addition, EQ helps us better navigate fast-paced business environments by assisting with emotional regulation, stress management, and adaptability.

Enhancing Social Competence: Two Strategic Approaches

Organizations aiming to foster social competence can adopt the following approaches to hiring and developing existing talent.

1. Emphasize Social Competence in Recruiting

When recruiting for EQ, hiring and talent managers should focus on how well candidates work with others. Annie McKee, senior fellow at the University of Pennsylvania Graduate School of Education, recommends a two-fold approach . First, when interviewing candidates, use open-ended questions. Ask them to describe situations with both good and bad outcomes, and then ask them to expand on details about how they felt during both types of situations. Second, interview references and ask how the candidate works with others. This is a winning strategy because letters of recommendation may gloss over details or stick to boilerplate responses.

2. Facilitate Ongoing Development

Building social competence is not a “one and done,” but an ongoing process of developing new and existing skills. For this reason, organizations should consider investing in EQ training as part of their overall learning and development portfolio. Researchers suggest focusing on these key areas:

• Learning about self and others : Self-awareness is a crucial part of good leadership. Choose a leadership development program that helps participants explore their “values, strengths, emotions, perspectives, privileges, and identities.”
• Connection to caring : Caring, or interest in self-improvement and growth, is another key facet of leadership development. It can be nurtured through introducing “new feelings, interests, and values.”
• Emotionally intelligent leadership : As learning and skill development expand participants’ understanding of themselves, they will also need to understand their leadership style and how it impacts others. This includes empathy as well as contextual information that can affect decision-making.

Develop Social Competence for Long-Term Success

While organizations need leaders with strong technical skills, social competence is just as valuable for achieving organizational success. By recognizing and nurturing emotional intelligence, organizations can cultivate leaders who not only excel in technical endeavors, but who also have the skills needed to motivate, inspire, and build strong relationships both within their teams and beyond.

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Social Skills and Emotional Intelligence

• Categories: Emotional Intelligence Individual

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Published: Mar 14, 2019

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