Emotional Intelligence Blog Series: What is Emotional Intelligence (EQ)?

By Jennifer Askey, Advisor, Leadership Development, Human Resources, Health, Safety and Environment & Adjunct Faculty, Modern Languages & Cultural Studies

As I watch institutions respond to the financial and logistical challenges of the pandemic, I see how the EQ (emotional intelligence quotient) of leaders lessens or propels stress throughout an organization. EQ provides an indication of how well we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.

Multiple studies in the last 20 years indicate that leaders who possess high EQ are happier and more successful in their careers than those whose EQ is low. And, those high-EQ leaders also have happier and more engaged employees. People with high EQ can accurately discern their own and others’ emotions and take appropriate action in response. They are capable of developing supportive and collaborative interpersonal relationships and of making decisions that are well considered and appropriate to the circumstances. Given that these are just a few benefits of high EQ, we should all develop an awareness of our own current emotional intelligence and think of ways to grow those capacities.

Rather than providing a picture of your capabilities, as an IQ test might purport to do, an EQ assessment determines how well you access, manage and employ the full range of human emotional experience. The findings (administered and debriefed by a certified assessor) provide you with a snapshot of how and to what extent you use the pillars of EQ. A qualified EQ coach can help you identify EQ blind spots and develop an action plan to improve.

EQ’s reputation and spread in business and education rests largely on the work of journalist Daniel Goleman. Goleman, who frequently writes on EQ topics for the Harvard Business Review and other publications, wrote his path-breaking work Emotional Intelligence, Why it Can Matter More than IQ in 1995. This book and subsequent publications are credited with bringing the importance of social and emotional intelligence into the workplace and into organizational consciousness in North America. Goleman and others now prefer the abbreviation EI, rather than EQ.

Goleman’s model of emotional intelligence involves awareness of and facility with emotions in four key cornerstone or pillar areas:

1. self-awareness,
2. self-management,
3. social awareness, and
4. relationship management

Research has shown that people who exhibit high scores in each of these areas are more successful — and happier — in their careers. Organizations who are investigating best practices in succession planning, leadership development and executive performance coaching, hiring and developing talent, and team effectiveness can turn to EQ frameworks and assessments to complement skills and functional evaluations of individuals and teams. Or, put another way: making really good widgets and being known as an expert widget maker who churns out amazing products is only half of a career success story. That is the story of what you do. EQ gives individuals and organizations language and goals around developing and growing their understanding of both why and how you do your work. How you “show up” to yourself, your colleagues, your family, and your career.

Stay tuned for future posts on the four pillars of emotional intelligence, and for information about upcoming development opportunities related to this topic. Subscribe to our PD newsletter for more information.