Why Emotional Intelligence (EI) is more important than Intelligence Quotient (IQ)
The following contribution is from the Wärtsilä portal, which defines itself as: a global leader in innovative technologies and lifecycle solutions for the marine and energy sectors. We prioritize innovation in sustainable technologies and services to help our customers continuously improve their environmental and economic performance.
Written by Mafalda Evans Lopes Guimarães, Contributing Writer at Spoon Agency
As remote and hybrid work options become the global norm, there is a growing need for practices and leaders with greater emotional intelligence. Experts explain how leaders who cultivate these skills achieve better results.
Leadership
People
Future of Work
In less than three years, the work environment as we know it has changed forever, giving way to more flexible and remote working arrangements.
However, the rise of remote work brings with it new demands for employees and leaders, specifically, a greater focus on their collective emotional intelligence.
Dr. Amy Bradley, author and professor of leadership and management, believes that hybrid work has blurred
the lines between work and home life in some cases. Lack of a clear distinction between the two areas of life has negative consequences, such as burnout, lack of motivation to perform, and less efficient work practices.
Up to 50% of the working population describes themselves as overworked at work.
Overwork and overwhelm have become a way of life, and now that many of us are working hybridly, the ability to be emotionally intelligent seems to have found its moment.
Researchers at Stanford, Harvard, and other institutions
have reportedly found that four times more job postings now mention remote work opportunities than before the COVID-19 pandemic.
As the number of remote workers increases, emotional intelligence has emerged as one of the top ten skills required for a successful candidate in the workplace.
A recent World Economic Forum report on the future of work notes that the trend toward greater reliance on automated systems and artificial intelligence has created a greater need for emotional intelligence in the workplace, as these skills are uniquely human.
Organizations where emotional intelligence is high and prioritized can be perceived because people trust each other.
Dr. Amy Bradley, Author and Professor of Leadership and Management
Guiding Our Behavior at Work
With fewer face-to-face interactions, understanding a colleague’s body language or general disposition becomes more difficult. Dr. Bradley explains: «Emotional Intelligence (EI) refers to the ability to monitor our emotions, our feelings, and those of others to help guide our behavior at work. Research has shown that emotional intelligence is twice as important as technical skills or intelligence quotient (IQ) when it comes to job effectiveness.»
Emotional intelligence (EI), as defined by Dr. Daniel Goleman, a leader in the field, is a person’s ability to manage their emotions appropriately and effectively. According to this definition, emotional intelligence is comprised of five key areas: self-awareness, self-regulation, motivation, empathy, and social skills.
Professor Roger Delves, a member of the Indigo Sails Advisory Board and a professor of leadership at Hult International Business School, supports and applies Dr. Goleman’s theory in his curriculum.
Goleman’s work resonates with people regardless of their cultural background. Whether I teach at major business schools in Mumbai or elsewhere, when I present this paradigm and talk about Emotional Intelligence using those terms, I find that people immediately understand its capabilities.
Dr. Bradley and Professor Delves understand the power of incorporating and projecting emotional intelligence into leadership practices and the workplace in general. From helping employees better adapt to change to developing inspiring and motivating leaders, the benefits of Emotional Intelligence are exponential.
Cultivating Emotional Intelligence
“Organizations where emotional intelligence is high and prioritized are perceived because people trust each other. They understand each other, and there is evidence of collaboration. There is evidence of positive influence; people feel empowered,” observes Dr. Bradley.
What should we do to ensure leaders understand what it means to do the right thing?
Roger Delves, Professor of Leadership, Hult International Business School
Wärtsilä actively advocates for a workplace with greater emotional intelligence through workshops and programs. In 2022, the company introduced the GROW program, which focuses on ensuring psychological safety and fostering a feedback culture for all employees.
In the GROW program, approximately 320 people across the organization participated in interactive workshops in 2022 and reflected together in peer-to-peer learning sessions. Emphasis was placed on developing coaching and mentoring skills to cultivate an open culture where personal development and growth are valued.
“The most successful leaders are great coaches.” Dr. Bradley explains that these leaders are able to provide constructive feedback and practice deep listening.
A Guiding Light
Practitioners like Dr. Amy Bradley and Professor Delves, as well as the GROW program, place individual purpose at the center of their teachings.
“What I try to do is help leaders have a guiding light,” explains Professor Delves. “Something that helps them know what to do. In short: do the right thing. I don’t care about the situation, the circumstances, the deadlines, or the pressures; do the right thing. What we need to do is ensure that leaders understand what it means to do the right thing.”
In a world of increased pressure, pace, and distractions, knowing how to “do the right thing” may not always be intuitive. However, both Dr. Bradley and Professor Delves clarify that specific skills and competencies such as influence, mentoring, conflict management, teamwork, and empathy can be taught and embedded in any organization using the right emotional intelligence model.
“The ability to stay in touch with people, especially when working remotely, is important. Eventually, people forget the words, but they know how their manager makes them feel and when they feel truly important to them,” concludes Dr. Bradley.
Emotional Intelligence for Leadership Training Summary
The following contribution is from the Harvard Division of Continuing Education website.
Emotional intelligence—the ability to recognize and positively manage emotions in oneself, others, and groups—is a fundamental component of effective leadership.
Understanding emotional intelligence improves self-awareness, increases accountability, fosters communication, and builds trusting relationships in the workplace.
This intensive program is designed to help you become aware of yourself and how your behavior impacts others. You’ll go beyond the fundamentals of emotional intelligence to focus on using it to:
– Build trust
– Manage difficult decisions
– Develop resilience
– Improve team performance
– Lead for long-term success
Benefits of Emotional Intelligence for Leadership Training
This Emotional Intelligence for Leadership program is designed to help you understand yourself and learn to harness your emotions.
Research has shown that emotional intelligence has a strong impact on organizational performance: employees are more inclined to give their best when challenged by an empathetic leader they respect and admire.
Upon completion of this program, you will be able to:
Understand emotional intelligence and its growing importance to leadership
Use emotional intelligence to improve leadership and build more effective relationships
Harness emotional intelligence to manage difficult discussions
Improve personal and organizational resilience
Earn a Certificate of Completion from the Harvard Division of Continuing Education
“This course was eye-opening and inspiring thanks to the quality of the course material, the knowledge of the instructors, and the enthusiastic participation of a committed group.”
— Allen Lewis, Participant
Who should enroll in the Emotional Intelligence in Leadership Program?
This program is designed for mid-level managers across a variety of industries, and the topics covered will be especially useful for those working in teams to achieve organizational goals, as well as for those seeking to improve their leadership skills.
Due to significant content overlap, we recommend taking either «Becoming a Leader: Developing Your Style and Making Sound Decisions» or «Emotional Intelligence in Leadership,» but not both.
Curriculum
The Emotional Intelligence in Leadership program is offered online and in-person. Online classes are 3.5 hours long, once a week for four consecutive weeks, while in-person programs are delivered intensively over two days. Classes will consist of group discussions, reflection exercises, activities, and a 360-degree emotional intelligence assessment.
You will use the assessment to receive and analyze feedback on your own emotional intelligence, as well as tips and strategies for improving it, both for yourself and others. This additional benefit is included in the program fee.
Important Note:
As part of the 360-degree self-assessment, you must solicit feedback from at least three colleagues, such as managers, peers, and direct reports. The assessment will take you and your fellow participants approximately 30 minutes. Since self-assessment is a central focus of the program, participants must complete the survey at least five business days before the program start date.
Failure to complete the assessment will seriously impact your in-class experience during the program. You are strongly encouraged to complete the assessment as soon as you receive detailed survey instructions.
Why You Need Emotional Intelligence to Succeed
The following contribution is from the TalentSmart EQ portal, which defines itself as follows: We believe that better emotional intelligence (EI) improves quality of life. Today’s work environment faces numerous challenges, from remote work to disruptive technologies and economic pressures, which make it difficult to foster a connected culture. However, this connected culture is essential to motivating employees to perform at their best and driving business success.
At TalentSmartEQ, we are recognized as the leading provider of emotional intelligence solutions. For over 20 years, we have helped leaders, managers, and employees develop their EI skills and transform their organizations.
Our mission is to help people develop their emotional intelligence to create more collaborative, high-performing, and human-centered workplaces.
Written by Travis Bradberry
Dr. Travis Bradberry is the award-winning co-author of the #1 best-selling book, Emotional Intelligence 2.0, and co-founder of TalentSmart, the world’s leading provider of emotional intelligence testing and training, serving more than 75% of the Fortune 500. His best-selling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written or appeared in articles in Newsweek, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.
When emotional intelligence first became popular, it served as the missing link in a peculiar finding: people with average IQs outperform those with higher IQs 70% of the time.
This anomaly called into question what many had always assumed was the sole source of success: IQ. Decades of research now point to emotional intelligence as the crucial factor that distinguishes exceptional performers from the rest.
Emotional intelligence is that intangible «something» in each of us.
It affects how we manage behavior, navigate social complexities, and make personal decisions that achieve positive outcomes.
Emotional intelligence is comprised of four fundamental skills that are grouped into two main competencies: personal competence and social competence.
Personal competence encompasses self-awareness and self-management skills, which focus more on you individually than on your interactions with others. Personal competence is your ability to be aware of your emotions and manage your behavior and tendencies.
Self-awareness is your ability to accurately perceive your emotions and be aware of them as they arise.
Self-management is your ability to use awareness of your emotions to remain flexible and direct your behavior positively.
Social competence is comprised of your social awareness and relationship management skills; social competence is your ability to understand the mood, behavior, and motivations of others in order to respond effectively and improve the quality of your relationships.
Social awareness is your ability to accurately pick up on the emotions of others and understand what is really happening.
Relationship management is your ability to use awareness of your own and others’ emotions to successfully manage interactions.
Emotional intelligence, IQ, and personality are distinct.
Emotional intelligence taps into a fundamental element of human behavior that is distinct from intellect.
There is no known connection between IQ and emotional intelligence
you simply cannot predict emotional intelligence based on someone’s intelligence.
Intelligence is your ability to learn, and it’s the same at 15 as it is at 50.
Emotional intelligence, on the other hand, is a flexible set of skills that can be acquired and improved with practice.
Although some people are naturally more emotionally intelligent than others, you can develop high emotional intelligence even if you weren’t born with it.
Personality Is the Final Piece of the Puzzle
It’s the stable «style» that defines each of us. Personality is the result of innate preferences, such as an inclination toward introversion or extroversion.
However, like intelligence quotient (IQ), personality cannot be used to predict emotional intelligence. Also, like IQ, personality is stable throughout life and does not change. IQ, emotional intelligence, and personality each cover a unique area and help explain what motivates a person.
Emotional Intelligence Predicts Performance
How much impact does emotional intelligence have on your career success? In short: a lot! It’s an effective way to focus your energy in one direction with extraordinary results.
TalentSmart evaluated emotional intelligence alongside 33 other important job skills and found it to be the strongest predictor of performance, accounting for 58% of success in all types of jobs.
Your emotional intelligence underpins a number of crucial skills; It influences almost everything you do and say every day.
Of all the people we’ve studied at work, we found that 90% of high performers also have a high level of emotional intelligence. On the other hand, only 20% of low performers have a high level of emotional intelligence. You can be a high performer without emotional intelligence, but the odds are slim.
Naturally, people with a high level of emotional intelligence earn more money: an average of $29,000 more per year than people with a low level of emotional intelligence.
The link between emotional intelligence and income is so direct that each point increase in emotional intelligence adds $1,300 to annual salary.
These findings hold true for people in all industries, at all levels, and in all regions of the world.
We have yet to find a job where performance and compe
