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Why Emotional Intelligence Is Important in Leadership

• 03 Apr 2019

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

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

Access your free e-book today.

What Is Emotional Intelligence?

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

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

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

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

How to Identify a Lack of Emotional Intelligence

Lacking critical emotional skills can lead to workplace conflict, such as misunderstandings due to an inability to recognize or understand emotions.

One of the most common indicators of low emotional intelligence is difficulty managing and expressing emotions. You might struggle with acknowledging colleagues' concerns appropriately or wrestle with active listening. Consider the relationships you have with your co-workers. Are your conversations strained? Do you repeatedly blame others when projects don’t go as planned? Are you prone to outbursts? These are all signs of a lack of emotional intelligence.

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

The Four Components of Emotional Intelligence

Emotional intelligence is typically broken down into four core competencies:

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

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

1. Self-Awareness

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

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

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

2. Self-Management

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

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

Related : 4 Tips for Growing Your Professional Network

3. Social Awareness

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

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

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

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

4. Relationship Management

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

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

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

How Emotional Intelligence Can Make Leaders More Effective

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

While you might excel at your job technically, if you can’t effectively communicate with your team or collaborate with others, those technical skills will get overlooked. By mastering emotional intelligence, you can continue to advance your career and organization .

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

This post was updated on August 10, 2023. It was originally published on April 3, 2019.

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Emotional Intelligence and Leadership

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Emotional Intelligence in Leadership

Learning how to be more aware.

By the Mind Tools Content Team

When you think of a "perfect leader," what comes to mind?

You might picture someone who never lets his temper get out of control, no matter what problems he's facing. Or you might think of someone who has the complete trust of her staff, listens to her team, is easy to talk to, and always makes careful, informed decisions.

These are qualities of someone with a high degree of emotional intelligence .

In this article, we'll look at why emotional intelligence is so important for leaders – and how you, as a leader, can improve yours.

What Is Emotional Intelligence?

Emotional intelligence or EI is the ability to understand and manage your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people.

For leaders, having emotional intelligence is essential for success. After all, who is more likely to succeed – a leader who shouts at his team when he's under stress, or a leader who stays in control, and calmly assesses the situation?

According to Daniel Goleman , an American psychologist who helped to popularize emotional intelligence, there are five key elements to it:

• Self-awareness.
• Self-regulation.
• Motivation.
• Social skills.

The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility .

So, what can you do to improve your self-awareness?

• Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.
• Slow down. When you experience anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, you can always choose how you react to it. (Our article on Managing Your Emotions at Work will help you understand what your emotions are telling you.)

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability .

So, how can you improve your ability to self-regulate?

• Know your values. Do you have a clear idea of where you absolutely will not compromise? Do you know what values are most important to you? Spend some time examining your "code of ethics." If you know what's most important to you, then you probably won't have to think twice when you face a moral or ethical decision – you'll make the right choice.
• Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.
• Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

• Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting .
• Know where you stand – Determine how motivated you are to lead. Our Leadership Motivation Assessment can help you see clearly how motivated you are in your leadership role. If you need to increase your motivation to lead, it directs you to resources that can help.
• Be hopeful and find something good – Motivated leaders are usually optimistic , no matter what problems they face. Adopting this mindset might take practice, but it's well worth the effort. Every time you face a challenge, or even a failure, try to find at least one good thing about the situation. It might be something small, like a new contact, or something with long-term effects, like an important lesson learned. But there's almost always something positive if you look for it.

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

• Put yourself in someone else's position. It's easy to support your own point of view. After all, it's yours! But take the time to look at situations from other people's perspectives. See our article on Perceptual Positions for a useful technique for doing this.
• Pay attention to body language. Perhaps when you listen to someone, you cross your arms, move your feet back and forth, or bite your lip. This body language tells others how you really feel about a situation, and the message you're giving isn't positive! Learning to read body language can be a real asset in a leadership role, because you'll be better able to determine how someone truly feels. This gives you the opportunity to respond appropriately.
• Respond to feelings. You ask your assistant to work late – again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

• Learn conflict resolution. Leaders must know how to resolve conflicts between their team members, customers, or vendors. Learning conflict resolution skills is vital if you want to succeed.
• Improve your communication skills. How well do you communicate? Our communication quiz will help you answer this question, and it will give useful feedback on what you can do to improve.
• Learn how to praise others. As a leader, you can inspire the loyalty of your team simply by giving praise when it's earned. Learning how to praise others is a fine art, but well worth the effort.

To be effective, leaders must have a solid understanding of how their emotions and actions affect the people around them. The better a leader relates to and works with others, the more successful he or she will be.

Take the time to work on self-awareness, self-regulation, motivation, empathy, and social skills. Working on these areas will help you excel in the future!

Goleman, D. (1995). 'Emotional Intelligence - Why it Can Matter More Than IQ. ' London: Bantam.

Goleman, D. (1998). ' What Makes a Leader? ' Harvard Business Review , November-December 1998.

Goleman, D., Boyatzis, R., and McKee, A. (2002). ' The New Leaders: Transforming the Art of Leadership ,' London: Sphere.

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Emotional Intelligence (EI) and Leadership

Aug 23, 2014

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Emotional Intelligence (EI) and Leadership. Ayesha Tidwell, Finance Leadership Program. What is Emotional Intelligence?. The ability to manage ourselves and our relationships effectively. Another way to think about EI. For every action (or lack of action) there is a reaction or consequence.

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Emotional Intelligence (EI) and Leadership Ayesha Tidwell, Finance Leadership Program

What is Emotional Intelligence? The ability to manage ourselves and our relationships effectively.

Another way to think about EI For every action (or lack of action) there is a reaction or consequence. • For every interaction (or lack of interaction) there is a reaction or consequence. Simply put, emotional intelligence is… Understanding the reaction or consequence any given interaction (or lack thereof) will produce and acting in such a way to intentionally attain the reaction or consequences you desire.

Challenge #1: IQ vs. EI Common Assumption: I am very intelligent and my finance and technical skills are top notch. My analytical skills are very well developed. I don’t need emotional intelligence. Those “soft skills” won’t matter much, especially if I am smart and my technical skills are superior. Reality: IQ and intelligence are important but they are threshold capabilities, meaning they are entry level requirements for executive positions. Emotional intelligence is the “sine qua non” of leadership. Without it, a person can have the best training, an incisive, analytical mind, and an endless supply of great ideas, but she/he still won’t make a great leader. The most effective leaders share one common trait: they all have a high degree of emotional intelligence.

What is Leadership? Delivering results through people.

Challenge #2: What if I don’t want to be a leader? Describe a situation, professional or social, in which emotional intelligence capabilities are not useful or relevant for success? • Leadership is not a prerequisite for emotional intelligence. • Emotional intelligence is relevant to anyone living in a society with other people. • Emotional intelligence is a prerequisite for anyone who wants to be an effective leader.

Who are you drawn to? • Think about the people you know in each category. • Who is your most favorite person in each category? • Why are they your favorite? How do you feel when you are with them? • Do you see any common traits between all your favorite people? • How many of the EI components do they possess?

The Five Components of Emotional Intelligence

How does a great leader act? Think about the great leaders you know personally. Describe the one thing that makes them special to you.

People First! Do what I say! Come with me Leadership Types Extreme Social Leader Extreme Controlling Leader ? • Common Traits: • Mean/no emotion • Controlling • Micromanager • Inflexible • Black & white • What is wrong with this type if used all • the time? • Common Traits: • Everyone’s buddy • Avoids conflict • Socializes with subordinates outside of work • Trusted • What is wrong with this type if used all • the time? What is the ideal type? • Authoritative Leader • Common Traits: • Builds trust and credibility with people • Always working towards attainment of business goals

Connection b/w EI and Performance *financial performance = return on sales, revenue growth, efficiency and profitability

Real Revenue Sustainable Growth Loyal Customers Engaged Employees The Financial Benefits of EI “The Wyatt consulting firm published a study in 2000, which states that significantly improving human capital practices can create a 30 percent increase in stockholder value.” If your employees give you top scores to the following questions, the company is well on its way to a engaged and productive workplace: • Do I know what is expected of me at work? • Do I have the materials and equipment I need to do my work right? • Do I have the opportunity to do what I do best every day? • In the last seven days, have I received recognition or praise for good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Is there someone at work who encourages my development? • Source: First, Break All The Rules by Marcus Buckingham and Curt Coffman Immediate managers are the key to engaged employees.

The Other Benefits of EI Mastery of EI improves all relationships, hence quality of life increases. • Dating/Marriage • Parent/Child • Community • Church/Spiritual • Teams • Professional • Siblings/Family • Volunteer • What other relationships can improve?

Create an extraordinary life with EI A Sample Intentional Life: • As early as high school identified interests, passions and future goals • Researched and selected school/major based on alignment with future goals • Researched and selected jobs based on alignment with personal priorities (work, life, etc.) • Not afraid of varied and different positions; may seek them out • Geographic locations intentional based on life goals • Family plans (marriage, kids, house) are part of master life plan • May travel often A Sample Unintentional Life: • Parents picked school • Parents picked major • Not much extracurricular involvement • Take first job offered • Get promoted in same job or field • Has not moved far from home • Marry young • Have kids early • Don’t travel much • Follow directions and don’t rock the boat When you look back on your life, have you lived the life you dreamed? Now is the time to begin your intentional, extraordinary life!

Growing EI • EI can be learned • Take months, not days • You can’t go to a seminar or read a “how to” manual to learn it • EI is born in the neurotransmitters of the brain’s limbic system which governs feelings, impulses, and drives • The limbic system learns best through motivation, extended practice and feedback • EI also increases with age or maturity • Discover your strengths and weaknesses • Personality tests such as Myers Briggs • Ask for feedback • Create a life plan outlining what you want accomplish in life and how to achieve those goals

WaMu’s Programs and EI • Our Broad Plan: • IQ and technical expertise are “threshold competencies”. A certain level of IQ and knowledge or technical expertise is necessary to get you in the door. • It is the combination of emotional intelligence and technical knowledge that separate the star performers from the average ones. • We provide planned personal development, to assure that each Associate has the right balance of skills for future leadership success.

Excerpt: McCombs BBA Commencement 2004 Keynote Speaker - Herb Kelleher, the founder and chairman of Southwest Airlines: To be an effective, positive leader, I believe that you need, at a minimum, the following characteristics. 1. You have to be genuinely interested in, and like, people. Show them tolerance, patience, respect and empathy. Drown them in a tsunami of gratitude for their marvelous works. Show them that you admire, value and love them as individuals, rather than just as "producers." Through word, and by deed, join in their every personal exaltation and their every personal mishap and grief. People will respond with an esprit de corps--a desire to perform because they want to, not because they have to. An organization bound by love is far more powerful than one bound by fear.

Some Related Links Articles: “What Makes a Leader” by Daniel Goleman Harvard Business Review, November- December 1998 “Leadership That Gets Results” by Daniel Goleman Harvard Business Review, March - April 2000 Books: Emotional Intelligence by Daniel Goleman Primal Leadership by Daniel Goleman Leadership by Rudy Giuliani Jack Welch on Leadership by Robert Slater NUTS! By Kevin Freiberg, Jackie Freiberg, Tom Peters Web Resources General Colin Powell, A Leadership Primer http://www.blaisdell.com/powell/ Keynote Herb Kelleher at the McCombs BBA Commencement 2004 http://www.mccombs.utexas.edu/news/speaker_series/kelleherspeech.asp

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Powerpoint Templates and Google slides for Emotional Intelligence Leadership Training

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Emotional Intelligence Infographics

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Expressing your emotions help others tell how you're feeling, but is it really easy to interpret what others think? Emotional intelligence is the ability to deal with emotions, which in turn serves as a good talking point in the fields of psychology or education. If you download this template and make the most of its infographics, graphs or diagrams, you can explain this topic in an easier way. Have a look at the designs included and choose the one you prefer to start customizing it!

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The Art and Science of Promoting Emotional Intelligence This "soft skill" has emerged as a particularly critical one for our increasingly remote-work and AI-influenced environment: How to make it an engine of progress for your company.

By Ben Richmond • Apr 5, 2024

Key Takeaways

• Emotional intelligent leaders guide improved conflict resolution, decision-making, adaptability, and team-building, and is a quality more coveted in the hiring process than ever.
• Active listening, a willingness to be honest about their own workplace feelings, building ever-renewing lines of employee communication, modeling good behavior and enthusiasm for training and other forms of fostering EI are pivotal for leaders to create a psychologically safe workplace.

Opinions expressed by Entrepreneur contributors are their own.

If the hope is to ensure individual and organizational success in today's dynamic work environment, emotional intelligence (EI) stands out as a critical employee management skill. And that term extends beyond just merely having strong social abilities; at the right levels, it directs the employee experience towards improved conflict resolution, decision-making, adaptability and team-building through an understanding of how to manage emotions effectively. It's also invaluable when addressing challenges concerning evolving market conditions and economic volatility, and facilitates more meaningful relationships. Lastly, it builds trust by contributing to a more positive and open environment, even during tough times.

While technical skills are vital in order to succeed at most jobs, it's imperative for leaders to recognize the importance of the above-mentioned soft skills. In fact, according to Harvard Business School, EI is now one of the most desired interpersonal characteristics in the workplace, with a remarkable 71% of employers reporting valuing it more than technical capabilities when evaluating candidates. Data also reveals that 90% of top performers have above-average EI, and that individuals who work with leaders who have higher levels of that quality feel 50% more inspired than those who work with a leader notably lacking in it.

Related: How to Leverage Emotional Intelligence and Empathy for Maximum Success

Throughout my career, I've had the opportunity to lead teams of various sizes, backgrounds and experience levels, which has afforded me a multidimensional understanding of how varying personal experiences and levels of emotion impact both individual and team dynamics. I've strived to create a workplace that prioritizes empathy and understanding—recognize that triggers, for example, are different for every person and in turn influence their behaviors and emotional reactions.

Also, as a proud member of the LGBTQ+ community, candor about my personal experiences—including coming out and navigating the child conception journey with my husband—has added an essential layer to both my EI and overall approach to leadership. By being straightforward and honest, I'm better able to build trust, reliability and more open lines of communication.

Related: 6 Ways to Support LGBTQIA+ Employees' Mental Health as a Business Leader

Why EI is more vital than ever

Emotional intelligence in the context of today's dynamic work environment takes on heightened significance due to recent external factors that often add pressure or stress to individuals' personal lives. Part of developing it well is an ongoing effort to understand and manage not only your own emotions, but to adeptly read others'. Given the current climate—including volatile markets, labor concerns broadly and political unrest—a new level of empathy is required.

Fostering an environment where diversity of outlook is both respected and encouraged is also vital to strengthening psychological safety—creating an environment in which individuals feel comfortable voicing information about personal challenges, triggers or other workplace concerns. According to McKinsey, 89% of employees believe psychological safety is essential, and workers who feel their identity and perspectives are valued by leadership feel more inclined to contribute to team effectiveness, achieve higher levels of learning, perform better overall and remain in their positions longer.

In my experience, psychological safety also makes individuals more comfortable taking risks, which can help them readily admit to and learn from mistakes.

Related: Psychological Safety in the Workplace is More Than Being Nice

How to foster EI

As readers likely know, the integration of generative AI into workflows is reshaping the job landscape, yet there remains an ongoing need for the human touch. A 2023 study found that employers expect to increasingly value soft skills that foster rich, people-centric company cultures, and 92% of companies report valuing these capabilities at least as much as hard skills. It follows, then, that focusing on their development is a pivotal step in forming better leaders. Here are various qualities/abilities that contribute to that:

• Demonstrating social awareness through communication and empathy: Clear and concise communication is a critical aspect of fostering a team that values trust, understanding and active engagement. In order to be an effective leader, it's crucial to find a balance of both self-awareness and social awareness. The former is recognizing how your words or actions may emotionally impact other team members, while the latter describes an ability to recognize their unique emotions and perspectives. Because, what might be a challenge or distraction for one teammate may not hold the same value or level of consideration for another.

Related: How to Create Socially Aware Video Content Without Coming Across as Fake

Data points to the success of an empathetic leadership approach, as the majority (86%) of employees believe it boosts morale and 87% say it's an essential component to fostering a positive and productive environment.

To become a more empathetic team lead, focus on practicing empathy in your everyday interactions. Take the time to slow down , and be deliberate in your own actions and motivations—always questioning whether there are alternative ways of approaching situations that could enhance the well-being of everyone involved. And this is especially important when problem-solving: Proactively think about how situations could impact individuals (either positively or negatively) to help avoid surprises or negative reactions.

Another key consideration: When proposing approaches to problem-solving, assess whether a collaborative effort involving viewpoints from diverse backgrounds and areas of expertise would be more effective. This approach also fosters a sense of belonging and empowerment, and encourages innovative thinking and risk-taking. Lastly, demonstrating empathy can inspire others to lead with the same intention, which helps to create a more collaborative and happy workplace.

To get a sense of where you fall as a leader, try practicing active listening. For example, I initiate regular check-ins with team members to discuss their concerns, challenges, passions and anything else they'd like to impart. When meeting with subordinates, I ask if they have worries or concerns about current or future projects, allow them to propose solutions, then offer support wherever possible. I've also found that being vulnerable about my own experiences with colleagues, both personally and professionally, encourages open dialogue, trust and collaboration.

When it comes to more complex topics, it's helpful to establish ground rules for respectful conversations in both individual and group settings, and provide educational resources if you think they will be of assistance.

Related: Why You Shouldn't Wait Have the Hard Conversations With Your Employees

• Leading by example: I've found that one of the key ways to foster a healthy work environment is to model the behavior I want to see from others. A workplace that prioritizes organizational success and employee well-being doesn't just have open lines of communication: it demands consistent actions by leaders.

Doing this can be as simple as avoiding multitasking (including checking emails during team meetings), or making a point of attending workshops alongside team members to learn new skills. You can also recognize achievements, both large and small, among staff members. Another area in which I attempt to lead by example is taking time off from work for mental resets, and not disguising it. This is invaluable in improving well-being, enhancing creativity and increasing productivity. When I make a point of doing that, employees then feel more comfortable doing so, which helps draw healthy boundaries between work and personal lives.

• Fostering free expression, and risk taking: I also try to set standards for a positive culture where employees feel empowered to take risks, express themselves freely and advocate for what they believe in. A few years ago, for example, I was involved in the establishment of the first Employee Resource Group (ERG) for women at Xero, in an effort to improve the company's overall inclusivity. This was aimed at breaking down barriers for women in various roles, and allowed me to demonstrate an approach to leadership that supports diversity.

Related: How to Leverage Employee and Business Resource Groups to Create a More Diverse and Inclusive Workplace

That ERG's continued success has, happily, earned me greater trust from colleagues. Its initiatives broadened my perspective and equipped me with skills to better understand and address the challenges or biases other team members may experience.

Another way to ensure your leadership style and approach are developing is to solicit regular feedback from colleagues. In acknowledging that empathy and EI are skills that can be learned and strengthened, leaders will more likely regard feedback and challenges as opportunities for growth. Additionally, seek out external content such as books and podcasts, or work with an executive coach (I do all three). These can offer valuable insights into both better leadership and personal growth overall.

Entrepreneur Leadership Network® Contributor

U.S. Country Manager, Xero

Want to be an Entrepreneur Leadership Network contributor? Apply now to join.

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• Emotional intelligence: 9 strategies to ...

Emotional intelligence: 9 strategies to improve EQ in the workplace

Emotional intelligence is the ability to accurately understand your emotions and recognize others’. It’s a critical soft skill for effective collaboration, interpersonal relationships, and good communication. In this article, we’ll discuss nine tips to help raise your emotional intelligence and why this skill is crucial for workplace relationships.

Emotional intelligence is more important than ever. High IQ and professional expertise are important, but to grow and evolve in your field, you also need to be able to collaborate and communicate with coworkers—not to mention manage your reactions when faced with conflict.

What is emotional intelligence (EQ)?

Emotional intelligence (EQ) is the ability to recognize, regulate, and understand emotions—both in yourself and in others. High emotional intelligence helps you:

Connect with others

Build empathetic connections

Communicate effectively

Navigate conflict

Express your feelings

Improve your overall mental health

It often feels like emotional intelligence is a personality trait—it’s something you either have or don’t have. But just like your intelligence quotient (IQ), your emotional intelligence can be developed over time.

9 ways to foster your emotional intelligence in the workplace

There are several key competencies you can practice to develop emotional intelligence at work. Below, we’ll dive into each skill, as well as the practical workplace tools you can use to build them.

1. Develop self-awareness

The first step toward improving your emotional intelligence at work is to know yourself. A big part of EQ is acknowledging and understanding your emotions, and the influence those emotions have on your surroundings. But before you can recognize the impact, you need to identify the source of your emotions and possible triggers. 

There are a variety of techniques to build self-awareness, including:

Identifying your values and driving principles

Defining your motivation and purpose

Taking an emotional intelligence test or personality assessment

In the workplace, the best way to build self-awareness is to connect your daily work to larger team or company goals. Having this level of understanding helps you identify why you’re doing what you’re doing. When you have to make a decision, you will already have the awareness of why your work matters, and you can make the most informed decision as a result.

2. Practice mindfulness

Once you understand your emotions, work on mindfully regulating them. This is a big component of self-control. 

Journaling is a great way to practice mindfulness. It gives you a chance to slow down, take a breath, and get all your thoughts on paper to reflect. This practice can help you process your emotions, reduce stress, and learn to be more present. 

When something goes wrong at work, what’s the first emotion you feel? Is it anger? Frustration? Self-doubt? Being mindful of how you react to certain workplace triggers is the first step toward improving self-management. 

3. Hone your empathy

Empathy is your ability to understand the needs of others by being aware of their thoughts and feelings. This skill is a vital leadership competency—research shows that managers rated as empathetic by their subordinates are also rated as high performers by their bosses. 

Demonstrating empathy in the workplace can help improve your interactions with your coworkers and lead to more effective communication and collaboration. To build empathy, practice: 

Understanding others. Empathy is about connecting with other people’s emotions. To start, focus on developing your understanding of other people. If they make a decision you wouldn’t have, lean into how their underlying morals and values may be influencing their decision. 

Non-judgement. We all have a little voice in our head that makes immediate assumptions and judgments. Practicing non-judgment isn’t so much about not having those immediate assumptions, but rather about learning to ignore them in favor of longer-term thinking. 

Putting yourself in the other person’s position. Because empathy is about connection, a great way to create a connection is to imagine you’re in the other person’s shoes. Sometimes they’ll make a decision you dislike or disagree with, but before you react, try picturing the situation from their point of view.

Use active listening

Active listening is the practice of listening to understand. Instead of thinking about what you’re going to say next, focus all of your attention on what the other party is saying. Make a conscious effort to hear not only the words being spoken, but also the complete message behind them. When practicing active listening, you should:

Give your undivided attention to the speaker. 

Use body language and facial expressions, such as eye contact and an occasional nod, to show that you’re listening. 

Provide feedback , ask questions, and paraphrase what the speaker is saying to show you understand. 

Refrain from interrupting the speaker and allow them to finish each point before responding. 

Respond respectfully by being candid, open, and honest. 

Active listening is an essential part of your communication skill set. When you make an effort to show your conversation partner their words are being heard, you’re building empathy, connection, and trust between you and your colleagues. 

5. Practice adaptability

Adaptability, or the ability to be flexible in different situations, is critical for emotional intelligence. Once you’re good at recognizing emotions in yourself and others, use adaptability to react appropriately . This is called self regulation. 

These skills don’t come easily for most people—as humans, we’re destined to resist change and situations that make us uncomfortable. But even if adaptability doesn’t come naturally to you, it’s still something you can develop. To become more adaptable, try to:

Improve your problem-solving skills by using a framework to make strategic decisions.

Embrace change by taking more risks and accepting the results.

Keep an open mind to recognize new opportunities.

Remove your ego to see other perspectives more clearly.

Implement mindfulness by focusing on the present.

A big part of practicing adaptability in the workplace is knowing what your priorities are. If you’ve connected your work to your larger goals, you should have a sense of how your day-to-day tasks are contributing to larger team or company initiatives. As a result, if something comes up and you need to be adaptable, you can more effectively pivot to focus on the most important tasks. 

6. Build your social skills

Think of social skills as your ability to apply your EQ at work. Once you’ve developed a firm grasp on your own emotions and those of others, use that level of social awareness to communicate and collaborate more effectively. 

Having good social awareness in the workplace means:

Understanding group dynamics . Group dynamics describe the interactions, attitudes, and behaviors between a set of people who are working together. With high emotional intelligence, you can accurately identify and navigate group dynamics.

Practicing good communication styles . Assertive communication helps you express your needs and advocate for your ideas. People with high emotional intelligence navigate conversations assertively without coming off as aggressive or passive aggressive.

Using the right management style (for managers). Democratic management emphasizes collaboration and communication. In order to develop a democratic management style, practice distributed decision-making and lean into collaboration. 

Collaboration tools can help. With an effective collaboration tool, you can manage tasks and work together more productively. Collaboration apps help your team easily communicate, share files, and coordinate work.

7. Welcome feedback

For a lot of us, the initial reaction to criticism—even constructive criticism—is immediately negative. But part of having high emotional intelligence is receiving feedback well, and even welcoming it. 

To do this, recognize the value of the feedback being provided. When someone is sharing feedback with you, they’re going out of their way to help you in some way. Embrace that and recognize the feedback for the gift that it is. 

To go even further with feedback: 

Start incorporating feedback into your work life and 1:1 meetings . 

Solicit feedback on a regular basis, and see what you can learn from it.

Consider keeping a list of feedback that’s been shared with you in your to-do list tool , so you can more easily access it and incorporate it into your day-to-day.

When done tactfully, the process of giving and receiving feedback can break bad habits, reinforce positive behavior, and create a stronger, more harmonious workplace. 

8. Learn about conflict resolution

Every workplace has conflict, but conflict isn’t necessarily a bad thing. When coworkers with different perspectives and backgrounds come together to address conflict in a healthy manner, it may result in a new, innovative compromise the whole company can benefit from. 

Because so much of emotional intelligence is about recognizing and regulating emotions, it is particularly helpful during conflict resolution. Conflict resolution is the process of resolving workplace conflicts in order to foster an open, honest, and inclusive workplace. With high emotional intelligence, you can make each team member feel heard and supported during the conflict resolution process. 

Using the skills discussed above, you can settle conflict with EQ by:

Managing your emotions and being aware of your reactions

Being socially aware of what others are feeling

Communicating clearly with calm statements of facts

Asking questions to paint a clearer picture of the situation

Using active listening to show the other person they’re being heard

Conflict management is about teamwork, respect, adaptability, communication, and collaboration. A high EQ allows you to lead conversations toward team goals, values, and opportunities to craft a win-win solution.

9. When in doubt, reflect

A big part of developing your emotional intelligence in the workplace is understanding emotions in the moment. But reflecting on past experiences helps you build emotional intelligence in the long term. By recognizing past habits, or looking at previous emotional situations with your new emotional know-how under your belt, you can better prepare for future situations.

Why is emotional intelligence important in the workplace?

Research has shown that emotional intelligence is equally important, or sometimes even more important, than traditional intelligence. According to a 2016 study , having high emotional intelligence was a better predictor of effective teamwork than having a high IQ. Additional studies have shown that high emotional intelligence leads to better job performance and leadership .

Emotional intelligence is all about understanding your own emotions and the emotions of others. High emotional intelligence helps you:

Effectively collaborate with your team members

Think before acting or reacting 

Reduce your gut reaction or impulse

Overcome issues—both at home and in the workplace

Manage conflicts

Communicate in the workplace

Solve problems

Build stronger relationships

Connect with your emotions

Empathize with others

Build synergy between yourself and your peers

Emotional intelligence models

There are two main models of emotional intelligence. The first, developed by Daniel Goleman, includes five key attributes of EQ. The second, created by John Mayer and Peter Salovey, describes four main characteristics of emotional intelligence. 

Daniel Goleman’s 5 attributes of emotional intelligence

Goleman identified five key skills within EI, or emotional intelligence: 

Self-awareness: The ability to understand your own emotions. Being self-aware means understanding your personal strengths, weaknesses, values, goals, and impact on others. 

Self-regulation: The ability to regulate your emotions. Instead of acting impulsively, leaders with high self-regulation are able to pause and assess their emotions before reacting. 

Motivation: The reasons behind why you want to succeed. Recognizing your motivation helps you tailor your empathic understanding.

Empathy: The ability to connect with the way other people are feeling. Empathy is often considered the cornerstone of emotional intelligence since it’s an important foundation for other emotional states. 

Social skill: The ability to communicate and collaborate with others. Goleman compares social skills to your ability to guide others toward what you want them to do.

John Mayer and Peter Salovey’s 4 characteristics of emotional intelligence

Mayer and Salovey also identified four characteristics of emotional intelligence during their research. They concluded emotionally intelligent people were adept at: 

Perceiving emotions: The ability to identify the emotions other people are feeling. Self-awareness, the ability to recognize your own emotions, also falls within this characteristic. 

Using emotions: The ability to harness the emotions you perceive—either in yourself or in others—to support other cognitive processes like problem solving or decision making. 

Understanding emotions: The ability to understand how emotions are related to one another, and how those emotions impact your actions, as well as the actions of others.

Managing emotions: The ability to regulate emotions in yourself and others. Managing your own emotions means reducing or drawing out relevant emotions to help you with the task at hand. But this characteristic also includes managing the emotions of those around you in order to hit your goals. 

Improve relationships with emotional intelligence

Emotional intelligence is the foundation of good interpersonal relationships in the workplace. But a key part of this is also understanding how to collaborate effectively with your team members.

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