Emotional Intelligence (EI)

Substantial research, which our consulting experience repeatedly validates, correlates effective leadership with EI.  In our view, it is what differentiates exceptional leaders from all the rest. For information on our emotional intelligence programs, please see Executive Coaching. 

The origins of EI can be found in the research on multiple intelligences conducted by Howard Gardner, professor of education at the Harvard Graduate School of Education and adjunct professor of neurology at Boston University School of Medicine.

As published in his book, Frames of Mind (1983), the Personal Intelligences, one of six originally identified intelligences, consist of Intrapersonal and Interpersonal intelligence.  Further research in this area was conducted by professors Salovey and Mayer who first coined the term Emotional Intelligence (1990).  The science of EI was subsequently popularized by Daniel Goleman and others, resulting in an unfortunate crossing of the line between EI and leadership competencies. 

Dr. Hendrie Weisinger’s book, Emotional Intelligence at Work (Jossey Bass, 1998) stays true to the Mayer and Salovey model, and provides practical examples and tools for developing EI.  His test can be taken online by clicking on EI Self Test.  Based on the results, you can access important “Tips” for developing those competencies in which you scored yourself lowest. 

Our EI 360, which is based on this test, provides feedback from selected raters on the accuracy of leaders’ self perceptions, their ability to manage emotions, to communicate effectively, to relate well to others, to emotionally coach/mentor others, as well as on perceived “authenticity.”  Self-awareness, the foundational EI competency, can also be measured by comparing the leaders’ self ratings against others’ ratings.

The variance in effectiveness between leaders strong in EI versus those who receive low EI scores can be seen in the chart below.  The bar chart shows the variance in the engagement levels of six groups of U.S.-based employees of a health services company that was in the process of being acquired.  Each group reported to one of six different leaders in the same location where a high degree of interaction between employees occurs. 

The WR and JD groups had substantially higher engagement levels (at or above 90%) in spite of the uncertainties created by the acquisition.  The two leaders of these groups had average EI competency scores of 97% and 95% versus the leadership team average of 80% in the EI competency section of a 360 assessment.  When considered in the context of other research studies, it is clear that Leaders who are high in EI can keep employees engaged in spite of stressful external factors.