The impact of Emotional

Intelligence in the workplace

An evidence-based review

Jo Maddocks and Dan Hughes

“…the question today is less
about whether EI adds value,
but more about where and
how EI can add most value.”

Powered by
04 Introduction

05 Executive summary

06 1 The business need for EI

09 2 Understanding and measuring EI

12 3 Does EI predict job performance?

15 4 Does EI support engagement at work?

18 5 Can EI enhance well-being?

21 6 Is EI important for leadership?

25 7 What is the added value of EI?

28 8 Can EI be developed?

32 EI – a present and future priority

37 Appendix 1: EIP scale definitions

© 2019 PSI Services LLC. All rights reserved.

Other than for the purposes of using PSI’s electronic assessment service, no portion of this
publication may be translated or reproduced in whole or in part, stored in a retrieval system,
or transmitted in any form or by any means (electronic, mechanical, photocopying, recording
or otherwise) without the prior written permission of the copyright owner. This publication may
not be resold, rented, lent, leased, exchanged, given or otherwise disposed of to third parties.
Neither the purchaser nor any individual test user employed by or otherwise contracted to
the purchaser may act as agent, distribution channel or supplier for this publication.

PSI and the PSI logo are registered trademarks of PSI Services LLC.
3
 Introduction
The world of work is changing. It is becoming more virtual,
diverse, and dispersed, with an ever-greater need for
improved leadership capability.1 The World Economic
Forum predicts that 42% of current core skills will be
outdated by 2022, and that, ‘Emotional Intelligence,
leadership, and social influence will see an outsized
increase in demand.’ 2

According to a management survey by the Roffey Park Institute,

there is a leadership gap at work, with organisations falling short in
meeting their present and future leadership needs.3 For example,
less than one-fifth of managers (17%) report that their organisation
has the leadership and people skills to take advantage of AI
(Artificial Intelligence); nearly one in three managers (31%) do not
believe that their leaders and managers are able to engage and
facilitate collaboration across generations; and almost half (49%)
do not believe that the management in their organisation has the
skills needed to effectively manage virtual teams.

The good news is that many of these concerns can be addressed

and alleviated by developing and applying Emotional Intelligence
(EI). The purpose of this white paper is to review the current status
and value of EI for the assessment and development of people
within the workplace. It draws upon the latest evidence-base of
scientific research from academic and practitioner sources, and
summarises the key findings. Emphasis is placed on consistent
findings across a large number of studies (i.e. meta-analyses a
and systematic reviews), with some specific illustrations from
the Emotional Intelligence Profile (EIP)b.

Since its inception nearly 30 years ago, EI has followed the usual
‘forming, storming, and norming’ stages of any new concept.
Initially evangelised by writers in the 1990s, condemned by critics
in the 2000s, EI reached a more balanced and evidence-based
position in the last decade. Rather than being a short-lived fad,
EI has stood the test of time, weathering the storm and strife
of adolescence to emerge with the wisdom and perspective of
adulthood. No doubt EI will continue to evolve and become ever
more established as a core attribute to meet the demands of a
constantly changing workplace.

4 a A meta-analysis is an analytical technique which combines the results of a large number of independent research studies.Powered by
It can be used to identify consistent patterns and trends that emerge across studies, providing more robust results than an
individual study which is expected to have some degree of error.
b The EIP is sold and distributed by PSI. It is described in Section 2 of this white paper.
Executive summary
This white paper summarises the evidence that has been accumulated from
over 30 years of research on Emotional Intelligence (EI) in the workplace.

It addresses the key questions asked by organisations - EI can help to increase the prediction of job
when deciding whether and how best to utilise EI as performance over and above traditional personality
part of their assessment and development solutions. and cognitive ability assessments.
First, what is EI and how does it relate to the current
- EI assessments can provide a more granular focus
and future needs of the organisation? Second, does
on the emotional and social aspects of personality,
EI predict job performance and if so, does it add value
compared to traditional personality questionnaires.
beyond other forms of assessment? Third, how useful
is EI in addressing specific concerns around leadership, - EI is particularly important for job performance in
engagement, and well-being? And finally, how roles with high emotional labour.
developable is EI for individuals and organisations
- Individuals with high EI tend to be more satisfied
seeking to create a positive organisational climate?
at work, committed to their organisation, and less
In summary, what is the impact, value and, benefit
likely to leave.
of EI, and will it help meet the needs of a rapidly
changing, technology-driven workplace? - Developing EI has been linked to improved resilience,
reduced stress, and enhanced well-being.
The evidence base indicates that the answer to all of
these questions is affirmative. Research demonstrates - The EI of leaders has a significant influence on the
that EI is developable, it predicts performance, and job satisfaction of the people working for them.
it can be measured. This is the holy grail for the
- The impact of EI training is shown to be
assessment and development of talent.
developable and sustainable over time.
The key themes and findings to emerge from this
Overall, on the basis of the extensive research
synthesis of the academic literature of EI in the
summarised in this white paper, it is recommended
workplace are summarised below:
that EI is included as a vital consideration in the
- Surveys consistently rank EI as increasingly assessment and development of individuals in
essential for the future of work. the workplace.

- Numerous studies show that organisations failing

to properly address the emotional and social
aspects of work are less likely to succeed.

“EI is the missing link that turns personality

into effective performance.” 4

5
1
The impact of Emotional Intelligence in the workplace

The business
need for EI
Emotional Intelligence (EI) has influenced society, politics,
corporate, and educational life. The concept has been at the
forefront of a fundamental shift in the western world, where
psychological well-being, resilience, adaptability, neurodiversity,
mental-health, mindfulness, and other EI-related concepts have
become mainstream considerations in the workplace.

Over the last two decades, we have seen an exponential growth

in EI, driven by an ever-increasing demand from organisations.

6 Powered by
- In a 2007 leadership survey, when asked, ‘What are often talk about the importance of EI but do little to
the top issues you face at work?’, leaders reported truly demonstrate an acknowledgement of its power.’
that 76% were people/relational issues and only
The HBR survey on 599 respondents across key
24% were financial/technical issues.5
industry sectors found that a convincing 98% saw
- By 2009, it was estimated that over 150 consulting ‘Emotional Intelligence capability and sense of
firms were offering EI-related products, and that purpose as essential for employee success and job
75% of fortune 500 companies had adopted EI satisfaction’, yet only 18% strongly agreed that ‘EI is an
services. 6 engrained aspect of our organisational culture.’ A key
purpose of this white paper is to reduce the ‘internal
- In a 2012 leadership survey on 775 senior managers,
disconnect’ by enabling organisational leaders to
89% reported that EI was ‘highly important’ or
make more informed and evidence-based decisions
‘essential’ to addressing their organisation’s
in choosing when, where, and how to implement EI.
‘top challenges’.7
What then has driven this demand for EI? It is widely
- Our 2015 survey across 50 UK organisations
recognised that today’s employees and leaders are
found that over 90% recognised EI as ‘important’
operating in a fast-paced, challenging and often
or ‘crucial’ to areas such as working relationships,
unpredictable work environment. 3 Some of the
stress management, and leadership. 8
contributing factors to this include:
- ‘The Future of Jobs Report’ ranked EI as one of
- an unstable political and economic climate
the top ten skills that would grow in prominence
between 2018 and 2022. 2 - rapid advances in technology and AI

- This was echoed by a McKinsey report that - information overload

predicted ‘social and emotional skills’ would be - increased competition and globalisation
increasingly essential requirements for major job
- the constant challenges of work-life balance
transitions that lay ahead from now until 2030. 9
These conditions create greater stress and demand
- Similarly, a 2019 survey by Udemy on 400 L&D
on individuals to be more adaptable, creative, and
leaders ranked EI as one of the fastest growing
emotionally resilient; all features that reflect the
soft skills in the workplace.10
attributes of EI. It is important therefore to recognise
However, according to a recent Harvard Business that many of the changes and demands facing
Review (HBR) research paper (2019)11 there is an organisations can be supported through the develop-
‘internal disconnect’ between what companies ment and application of EI, as shown in Table 1.
espouse and what they do in practice: ‘companies

Table 1: Business demands and how EI can help

BUSINESS HOW EI CAN HELP

DEMAND ( EIP SCALES ) a

Rate of change Flexibility

Job demands Emotional Resilience

Competition Personal Power

De-layering Self Management

Teamworking Relationship Management

Leadership Authenticity

Labour mobility Staff Engagement (Trust)

People focus Connecting with Others

Role redundancy Self-development (Reflective Learning)

a The Emotional Intelligence Profile (EIP) scale definitions are shown in Appendix 1. 7
 The need for EI is backed-up by numerous studies - The Forum Corporation on Manufacturing and
that show that organisations failing to properly Services revealed that 70% of customers were
address the emotional and social aspects of work lost because of EI-related reasons (e.g. poor
are less likely to succeed: customer service).14

- A global leadership research company that Despite the challenges facing organisations, leaders,
followed 20,000 new hires over three years found and their employees, the 2019 Workforce Review
that 23% failed because they were unable to in Europe reveals, ‘there is much to be positive
understand and manage emotions – the second about... with a workforce that is increasingly fluid,
highest reason for failure in the role.12 flexible, and open to diversity.’ For instance, just
over three-quarters (79%) of the workforce say
- Furthermore, of the 9,000 new employees who
they are optimistic about the next five years in their
were deemed to have failed, over 89% failed due to
workplace,15 and two-thirds of today’s managers (66%)
interpersonal, attitudinal, or behavioural reasons,
report being enrolled on a professional development
rather than their technical skills.11
programme.16 As will be demonstrated in this white
- The Denning Centre for Quality Management paper, continuing such improvements may be greatly
found that 50% of time in business is wasted enhanced through the application of EI.
due to a lack of trust between employees.13

“ The Harvard Business Review survey across key industry sectors found
that a convincing 98% saw ‘Emotional Intelligence capability and sense
of purpose as essential for employee success and job satisfaction’.” 11

The business need for EI

Key points 1 Multiple surveys have reported that skills related to EI will be
an increasingly important requirement for future job roles.

2 Organisations report that reasons for role failure and lost

customers tend to be due more often to attitudinal and
interpersonal factors than to technical competence.

3 Many of the challenges facing organisations can be

supported through the application of EI.

8 Powered by
2
The impact of Emotional Intelligence in the workplace

Understanding
and measuring
EI
Organisational demand for assessing and developing EI has fuelled
a plethora of differing instruments, models, and definitions to
explain and measure EI. This has led to considerable controversy
over which, if any of these, is the ‘correct’ version of EI.17

9
Over the last 25 years, research into EI has taken Typical performance models of EI may broadly be
two distinct and contrary pathways (Figure 1). One separated into three groups: competency-based
examines EI as an ability,18 measured as maximum measures27 which include emotional and social
performance; the other describes EI as a mixed competencies that contribute to effective
array of emotion-related traits19 or competencies,20 performance at work; trait-based measures28 that
measured as typical performance. encompass the emotional aspects of established
personality models; and mixed measures29 which
Typical performance concerns how we tend to
include a wider range of skills and attributes that may
behave most of the time and is usually measured
overlap with both the competency and trait-based
using subjective self-report questionnaires. In
models of EI.
contrast, maximum performance concerns how
we perform when exerting maximum effort, A variation on the trait approach to EI is the Emotional
usually measured using objective ability-focused Intelligence Profile (EIP) – an attitude-based measure
questionnaires. 21 This fundamental difference in of EI (see Figure 2).30 The inclusion of attitudes into a
how EI is measured may explain why only a weak model of EI offers several important benefits:
correlation exists between ability and mixed/trait
1 Attitudes give a clear theoretical structure and
measures of EI. 22,23
organising model for the different facets of EI.
On balance, practitioners often prefer the greater
2 Attitudes provide an ethical basis to EI.
breadth of scales and predictive validity of the mixed
models,24,25 while academic researchers favour the 3 Attitudes identify the antecedents to EI and
greater precision of the ability EI model. 26 Given the how EI may be developed.
dominant use of self-report based EI instruments in
4 Attitudes explain how EI may be automated and
business, this paper focuses on evidence relating to
formed into sustainable and enduring habits.
the mixed, trait, and competency-based approaches
to EI.

Figure 1: Approaches to measuring EI

EI MODELS

TYPICAL MAXIMUM
PERFORMANCE PERFORMANCE

TRAIT COMPETENCY MIXED ABILITY

Figure 2: The EIP framework

Personal Intelligence Interpersonal Intelligence

Behaviour Self Management Relationship Management

Feeling Self Awareness Awareness of Others

© 2019 PSI Services LLC

Attitude Self Regard Regard for Others

10 Powered by
The three levels of the EIP framework also form
a three-part definition of EI, as shown in Table 2.
“ The EIP model is simple
The three levels of the EIP framework correspond and at the same time
with three areas in which EI can have the greatest
impact: Performance (Behaviour), Engagement very profound. The issue
(Feeling), and Well-being (Attitude). These are
discussed in the next three sections of this report.
of attitudes is essential
For a comprehensive explanation of the EIP definition, to achieve a real change
model, and features, please refer to the user handbook
‘Emotional Intelligence at work. How to make change in your behaviour.”
stick’.4
Esteban Negroni, Center for Creative Leadership (CCL)

Table 2: The EIP definition

EIP LEVEL EIP DEFINITION

Behaviour Emotional Intelligence is the practice of

managing one’s personality to be both
personally and interpersonally effective.

Feeling This is achieved through the habitual practice

of thinking about feeling, and feeling about
thinking, to guide one’s behaviour.

Attitude The extent and effectiveness of an

individual’s EI is largely determined
by their attitudes.

Understanding and measuring EI

Key points 1 EI is broadly separated into typical performance (mixed, trait,

and competency-based models) and maximum performance
(the ability model).

2 The Emotional Intelligence Profile (EIP) is distinguished from

other trait models of EI by the inclusion of underlying attitudes.

3 EI is defined by the EIP as ‘the practice of managing our personality

to be both personally and interpersonally effective’.

11
3
The impact of Emotional Intelligence in the workplace

Does EI
predict job
performance?
One of the most common questions from organisations
considering using EI is, ‘Does EI predict performance, and if so,
will it improve on our existing assessment tools and processes?’
This question has been widely addressed over the years with
published studies demonstrating the predictive value of EI to job
performance within many international organisations, including
Amazon, BMW, Google, HSBC, Microsoft, Qatar Airways, Shell,
and Whitbread PLC, to name a few.30

12 Powered by
The evidence base Meta-analysis 3 (2011) 35
More substantive evidence comes from multiple This research synthesised the results from 27
meta-analyses, which combine data from several studies and a combined sample of 3,961 people,
published individual studies. These meta-analyses which examined the relationship between mixed
show that mixed/trait EI is predictive of job EI and work outcomes. Mixed EI again emerged
performance criteria, and adds incremental value as a clear predictor of performance. The authors
after accounting for the effects of both personality recommended, ‘moving forward, rather than seeing
traits and cognitive ability. What this means is that cognitive intelligence, the FFM (the five-factor model
EI can help to increase our prediction of future job of personality), and EI as competing measures,
performance, when combined with measures of researchers should focus on developing integrative
personality and cognitive ability. models that include all three’.

Meta-analysis 1 (2004) 31 Meta-analysis 4 (2015) 36

Based on the combined results from 19 organisational This study was an extension of the 2010 meta-
samples and a total of 2,652 employees, the authors analysis, with a total of 15 studies and 2,168 people.
concluded that, ‘EI should indeed be considered a It verified results from the previous three meta-
valuable predictor of performance.’ They described analyses by demonstrating a clear link between mixed
the correlations with performance as, ‘large enough EI and job performance. At the same time, it tried to
to generate significant savings and improvements provide more insight into what characteristics feed
for organizations that use measures of EI’. into mixed EI. It identified that 62% of mixed EI can
be accounted for by seven individual characteristics.
Meta-analysis 2 (2010) 32 The authors reported that, ‘the active ingredients in
This research focused specifically on supervisor mixed EI – which make it one of the strongest known
ratings from employed samples, with nine samples personality-based predictors of job performance –
totalling 1,110 participants. The researchers stated, included Conscientiousness, self-efficacy, self-rated
‘Measures derived under mixed EI show robust performance, and Extraversion, in addition to ability
empirical evidence of criterion validity’ although EI, Emotional Stability, and cognitive ability.’a These
they also raised concerns that mixed models of EI characteristics can therefore be considered major
needed further theoretical development to explain building blocks for emotionally intelligent behaviour.
why they relate to performance. Another notable The authors concluded that practitioners may
finding was: ‘When dealing with high emotional choose to use mixed EI as, ‘a practical, shorthand
labour jobs (jobs that require positive emotional alternative to a lengthy battery of several more
displays), all types of EI measures exhibit meaningful traditional KSAOs’ (knowledge, skills, ability,
validity and incremental validity over cognitive ability and other personality instruments).
and personality.’ This is endorsed by another meta-
analysis,33 (discussed in Section 7) and the views
of other researchers who state, ‘Future research in
the organisational domain could examine the role “Moving forward, rather than
of trait EI in jobs that are heavy in emotional labour…
We believe this task should be given priority over seeing cognitive intelligence...
research on incremental validity, which has been
yielding strong positive findings.’34
personality and EI as
competing measures,
researchers should focus
on developing integrative
measures that include
all three.” 35

a It is interesting to observe that these ingredients of mixed EI map neatly onto the three levels of the EIP framework (Figure 2). Personality traits
relate to the Behaviour level, perception and regulation of emotions link to the Feeling level, and aspects of self-belief relate to the Attitude level.
13
The EIP evidence Furthermore, adding an EI measure to an existing
In line with this meta-analytic research, we have also selection process involving cognitive ability tests and
conducted extensive research into the extent to personality questionnaires can potentially increase
which the EIP measure of EI predicts job performance. the prediction of likely job performance.
In a study using the EIP across a wide range of Further evidence showing the added value of EI over
organisations that involved over 300 employees,37 personality and cognitive ability when predicting
we found that EI significantly predicted four key performance is described in Section 7.
dimensions of work performance, as measured by
managers’ ratings (Adapting and Initiating, Relating
and Supporting, Leading and Managing, and
Interacting and Influencing). The results showed there
“Overall, these research
was also a clear and cumulative benefit of combining
EIP with a measure of the five major personality
studies provide sound
dimensions in assessing performance (see Figure 3).
evidence that EI predicts
Overall, these research studies provide sound
evidence that EI predicts job performance across a job performance across
variety of roles. Logically, EI appears to be most
relevant to roles which incur high emotional labour a wide variety of roles.”
(e.g. customer service, sales, and management).

Figure 3: Increase in prediction of job performance when adding EIP to broad personality traits

Adapting and
2% 8% Total is 10%
Initiating

Relating and
4% 9% Total is 13%
Supporting

Leading and
1% 12% Total is 13%
Managing

Interacting and
3% 6% Total is 9%
Influencing

0 5 10 15

Variance predicted by Personality Extra prediction from EI

Does EI predict job performance?

Key points 1 Mixed or trait EI is a valuable predictor of job performance.

2 Mixed EI can help to increase the prediction of performance

over and above traditional personality and cognitive ability
assessments.

3 EI is most important for job performance in high emotional

labour roles.

4 Seven individual characteristics appear to form the building

blocks of EI, including personality traits, aspects of self-belief,
emotional perception and regulation, and intellect.

14 Powered by
4
The impact of Emotional Intelligence in the workplace

Does EI support
engagement
at work?
Higher engagement means greater productivity. 38,39 Research
by Gallup shows that across industries and countries, teams with
highly engaged members are on average 17% more productive
than those with lower engagement.40 However, the 2017 ‘State
of the Global Workplace’ survey also reports that only 15%
of employees worldwide are highly engaged in their job.40
This leaves plenty of opportunity for improvement, with the
potential for gains in engagement to translate into increased
organisational productivity.

15
The evidence base reduced attrition, 45 fewer work-related accidents
This section looks at whether EI supports and grievances, 46 and greater career advancement. 47
engagement at work. A recent meta-analysis (2017)41 These results concur with a meta-analysis on 7,939
that combined results from 119 studies found there business units in 36 companies. 38 This found that
to be a close association between EI and engaged organisations ranking higher in employee satisfaction
attitudes at work. The authors’ summary of the and engagement are also shown to have:
results is shown below:
- higher customer satisfaction/loyalty scores
1 Employees with higher EI report higher job
satisfaction, higher organisational commitment, - lower employee turnover
and lower turnover intentions. - fewer work-days lost through safety incidents
2 Adding EI measures to personality and cognitive - higher sales revenue or other productivity
measures can improve the ability to assess measures
employee job satisfaction, organisational
commitment, and turnover intentions. - higher percentage profit from sales

3 EI improves job satisfaction by helping employees The EIP evidence

to reduce negative feelings, increase positive We have investigated the specific links between work
feelings, and improve job performance. engagement and the EIP. Work engagement has been
The authors conclude, ‘To produce productive and defined as, ‘a positive, fulfilling, work-related state
satisfied workers, organisations should incorporate EI of mind that is characterized by vigour, dedication,
in employee recruitment, training, and development and absorption’. 48 In our research, we found that an
programmes.’ individual’s EI accounts for 31% of the variance in their
level of work engagement. The aspects of EI showing
As well as demonstrating greater staff engagement the strongest relationship with engagement are
and job satisfaction, 42,43 employees with higher EI displayed in priority order in Table 3a.
have been shown to have increased retention, 44

Table 3a: Key aspects of EI that relate to individual engagement 37

EIP SCALE LINK TO ENGAGEMENT

Goal Directedness Clear on personal needs and goals

Personal Power Feels empowered and self-determined

Flexibility Willing to move outside of own comfort zone

Balanced Outlook Keeps problems and difficulties in perspective

Interdependence Enjoys working with others without being reliant

Emotional Resilience Able to bounce back from setbacks easily

“In our research, we found that an individual’s

EI accounts for 31% of the variance in their
level of work engagement.”

16 Powered by
These results suggest that individuals with higher EI This suggests that leaders who have high levels of
will be more engaged and committed to their work interpersonal intelligence are more likely to create a
and organisation. Interestingly, these EI attributes positive emotional climate. From both sets of results,
are quite different from those required by leaders to we may conclude that to create an engaged and
engage others. 49 With regard to leaders who create productive workforce requires a specific combination
an engaging and motivational climate, our analysis of both personal and interpersonal aspects of EI.
shows that their key attributes are all interpersonal
aspects of EI (see Table 3b).

Table 3b: Key aspects of EI which drive leadership engagement

EIP SCALE LINK TO ENGAGEMENT

Awareness of Others Pays attention to how others are feeling

Interdependence Consults and involves others when necessary

Connecting with Others Invests time and energy in building relationships

Regard for Others Values individuals and respects their views and opinions

Trust Has faith in people, while being realistic in expectations

Does EI support engagement at work?

Key points 1 Individuals with high EI tend to be more satisfied at work,

committed to their organisation, and less likely to leave.

2 EI adds clear incremental value in predicting positive work

attitudes over and above broad personality traits and
cognitive ability.

3 People high in EI are better at regulating their emotions to

increase positive feelings and reduce negative feelings,
which in turn leads to greater job satisfaction.

4 EI (the EIP) accounts for just under one-third (31%) of

an individual’s level of work engagement.

5 High levels of employee engagement lead to positive

organisational outcomes, such as improved sales,
productivity, customer service, and safety.

17
5
The impact of Emotional Intelligence in the workplace

Can EI enhance
well-being?
The case for improving employee well-being is not just morally
imperative but financially compelling. A recent review highlighted
that poor mental health costs the UK economy £99 billion every
year, and over one-fifth (22%) of UK organisations now report
that mental ill-health is the primary cause of long-term absence.50,51
A report by Gallup says that four out of five adults feel stressed
throughout the day, with work being a major cause. 52 And a 2018
survey by Korn Ferry found stress at work to be increasing, with
nearly two-thirds (65%) of respondents saying that compared to
five years ago, their levels of stress at work are higher today. 53

18 Powered by
While supporting the well-being of employees The evidence base
may seem like an additional expense, the return on Developing EI has proven to be a valuable method for
investment is high. In 2017, a study of almost 50,000 building resilience,55 reducing stress,56 and enhancing
business units in 45 countries, discovered that well-being.57,58 Research indicates that greater EI
workgroups who received strengths interventions facilitates more positive emotional states and fewer
saw sales increase by 10% (to 19%) and profits by 14% negative moods, thereby achieving a greater sense
(to 29%), compared with control groups. 40 According of well-being. 56
to other research, a good resilience programme will
show about a 12% improvement in overall resilience The following three meta-analyses present clear
and often higher. 54 evidence that EI relates to health and well-being:

Meta-analysis 1 (2007) 59
A meta-analysis of 44 samples and 7,898 participants
found that EI accounted for 5-9% of variance in
“All too often individuals health-related measures. The authors stated that
their analysis, ‘indicates that overall there are
who perform effectively significant relationships between emotional
intelligence and mental health, psychosomatic
under normal circumstances health, and physical health’.

will dramatically derail and Meta-analysis 2 (2010) 57

A comprehensive meta-analysis of 80 research
underperform when outside studies with over 19,000 participants found a strong
relationship between high EI and mental health,
of their comfort zones psychosomatic health, and to a lesser extent physical
health. The relationship was notably stronger for trait
or under stress. What EI than for ability EI.

differentiates those who Meta-analysis 3 (2015)58

adapt, recover, and learn Another meta-analysis of 25 studies with a combined
total of 8,520 participants found a significant
from adversity from those relationship between high EI and subjective well-
being. The authors note, ‘In general, individuals who
that don’t is the concept perceive, know, and manage his/her emotions might
deal better with emotional issues, and therefore
of resilience.” 61 experience greater psychological well-being.’

19
The EIP evidence It is perhaps unsurprising that facets of EI such as Self
Similar positive results have been found with the Regard and Balanced Outlook relate to well-being.
EIP on a sample of 1,005 participants who completed It may be inferred from these results that developing
the Warwick-Edinburgh Mental Well-being Scale these aspects of EI could have the greatest positive
(a measure of subjective well-being and positive impact on emotional health and mental well-being.
psychological functioning).60 The results of this study What matters is whether these facets of EI can be
showed a strong relationship between EI and mental improved and developed. The answer to this question
well-being. The aspects of the EIP which had the will be addressed in Section 8 of this white paper.
strongest association with well-being are shown
in Table 4.

Table 4: Aspects of the EIP with the strongest relationship to well-being

EIP SCALE LINK TO WELL-BEING

Self Regard Having a strong sense of inner confidence

Balanced Outlook Adopting an optimistic but realistic perspective

Goal Directedness Having a clear sense of purpose

Emotional Expression and Control Regulating emotions and not over-reacting

Personal Power Taking personal responsibility for what happens to them

Can EI enhance well-being?

Key points 1 Increasing employee well-being can improve the

bottom line.

2 High EI is associated with better psychological,

psychosomatic, and physical health.

3 Developing EI has been linked to improved resilience,

reduced stress, and enhanced well-being.

20 Powered by
6
The impact of Emotional Intelligence in the workplace

Is EI important
for leadership?
As the demands on organisations change, so too do the
expectations on leaders. Traditional leadership competencies
such as judgement, resilience, and charisma have shifted to
meet the requirements of a digital age. The rise in technology,
automation, and Artificial Intelligence (AI) has been described
as the ‘fourth industrial revolution’62 requiring ‘bold leadership’
and an ‘agile mindset’ to lead this transformation.2 However,
according to the 2018 management survey by Roffey Park
Institute, less than one-fifth (17%) of managers believe their
organisation has the leadership and people skills to take
advantage of AI.3

21
Research by Cisco and partners identified four top ten predictors of employee engagement stood
essential competencies for future leaders that they out as being driven by leadership.64 Once again, it is
describe as the hallmark of ‘Agile Leadership’.63 It is noticeable that these leadership attributes are clearly
notable that these definitions have close resemblance related to facets of EI, as highlighted in Table 5b.
to facets of the EIP, as shown in Table 5a.
Current thinking therefore suggests that EI has an
Getting the best from others is a vital part of important role to play in helping today’s leaders adapt
leadership. A recent European survey (2019) that and respond to the needs of the future. With over
was completed by over 10,000 employees identified half (56%) of the European workforce anticipating
‘bad management’ as the biggest barrier to significant changes due to automation,15 the demands
productivity (a significant increase from previous on leaders will continue to grow. With leaders at the
years).15 Research suggests that managers are forefront of organisational change it is imperative to
responsible for at least 70% of the variance in their equip them with the best tools and resources to get
employees’ engagement.40 In a survey across 8,000 the most out of themselves and those they lead.
organisations and 600,000 employees, three of the

Table 5a: Aspects of EI in relation to ‘Agile Leadership’

EIP SCALE AGILE LEADERSHIP COMPETENCIES*

Regard for Others Humble: They are able to accept feedback and
acknowledge that others know more than they do.
Flexibility Adaptable: They accept that change is constant and
that changing their minds based on new information
is a strength rather than a weakness.

Goal Directedness and Visionary: They have a clear sense of long-term direction,
Personal Power even in the face of short-term uncertainty.
Connecting with Others Engaged: They have a willingness to listen, interact, and
communicate with internal and external stakeholders,
combined with a strong sense of interest and curiosity
in emerging trends.

* Extracted from: Neubauer, R., Tarling, A. & Wade, M. (2017). Redefining Leadership for a Digital Age.

Table 5b: Aspects of EI in relation to ‘leadership engagement’

EIP SCALE TOP THREE LEADERSHIP BEHAVIOURS

THAT BUILD EMPLOYEE ENGAGEMENT

Trust Employees trust the senior leadership team to lead

the company to future success.
Regard for Others The leaders of the organisation value people
as their most important resource.
Authenticity The leaders of this organisation demonstrate integrity.

22 Powered by
The evidence base broad personality traits in predicting subordinate
Leadership has been described as an ‘emotionally job satisfaction. The authors state, ‘Our results
laden process’65 and leaders’ emotions and their reveal that emotionally intelligent leaders will have
associated behaviours have been found to profoundly more emotionally intelligent, thus more satisfied,
influence followers’ emotional reactions.66 There is an subordinates.’ They maintain that ‘emotionally savvy
abundance of organisational literature proclaiming leaders are likely to foster an emotionally intelligent
the importance of EI to leadership,67 and a review organisational culture where training and developing
of the academic research concludes, ‘empirical emotional intelligence is promoted’. And they conclude,
evidence... clearly suggests that emotional intelligence ‘The emotionally intelligent culture will result in
is an important driver of effective job performance employees who are better able to deal with negative
and successful leadership’.68 Collective evidence for feelings and who are able to facilitate effective
the specific relationship between EI and leadership is interpersonal interactions.’ They also recommend
also presented through the following meta-analyses: that ‘organisations should consider including EI in
leadership education, training, and development...
Meta-analysis 1 (2010)69 [and] encourage managers to administer an EI test
In examining the relationship between EI and when they make personnel decisions’.
transformational leadership on 62 independent
samples, results produced a very strong relationship
The EIP evidence
for same-source ratings (supervisor ratings for both
These findings are supported by our research on 108
EI and leadership performance), but a far weaker
leaders who completed the EIP and were rated on the
relationship (albeit still statistically significant)
Leadership Climate Indicator (a 360-degree feedback
for different-source ratings (self EI ratings and
tool focused on how leaders’ behaviours influence the
supervisor performance ratings). This weaker result
working climate).49 Results showed that leaders with
was consistent with other meta-analytic studies of
high EI were more likely to create a climate that was:
personality and transformational leadership.70
More: Visioning, Stretching, Encouraging,
Meta-analysis 2 (2016) 71 Collaborative, Trusting.
A meta-analysis combining six empirical studies and
Less: Aggressive, Demanding, Over-competitive,
1,407 leaders found a positive relationship between
Avoidant, Dependent, Rigid.
leaders’ level of mixed EI and subordinates’ job
satisfaction. It also found that EI adds significant This study also found that it was the interpersonal
value over and above leaders’ cognitive ability and (rather than intrapersonal) aspects of EI that relate

“As more and more artificial intelligence

is entering into the world, more and
more emotional intelligence must
enter into leadership.”
Amit Ray, Mindfulness Meditation for Corporate Leadership and Management

23
most to the climate ratings of the leader. This suggests a positive work environment, which brings out the
that the relationships that leaders have with their best in the individuals and teams they lead. This is
colleagues have a significant impact on the climate encouraging news for the future, with EI being closely
they create. Furthermore, we found that leaders’ EI associated with the skills and competencies required
accounted for more variance in the negative than the of agile leaders to embrace the demands of a digital
positive aspects of leadership climate. This suggests age. On this basis, EI should be incorporated as an
that a lack of EI, such as not showing appreciation or essential component of leadership development
being aggressive with colleagues, may easily eradicate programmes and initiatives to meet the expectations
the benefits of positive leadership behaviours. of a ‘fourth industrial revolution’.62

The meta-analytic results, combined with our findings

on the link between the EIP and leadership climate,
provide robust evidence that leaders’ EI impacts the
way that people feel and engage when working for
them. Leaders with higher EI are more likely to create

Is EI important for leadership?

Key points 1 EI links strongly to the requirements of ‘Agile Leadership’.

2 The key leadership behaviours that build employee

engagement are closely related to EI.

3 The EI of leaders has a significant influence on the job

satisfaction of the people working for them.

4 The climate or emotional tone that leaders set for

others is correlated to their levels of EI.

24 Powered by
7
The impact of Emotional Intelligence in the workplace

What is the
added value
of EI?
Back in 1996, Daniel Goleman in his seminal book, ‘Emotional
Intelligence: why it can matter more than IQ’, argued that IQ
contributes to about 20% of life success. He noted that the
remaining 80% must therefore be down to other factors, with
EI playing a key part.72 The evidence for EI he presented was
mostly anecdotal, yet his arguments caught the interest of
executives the world over. Perhaps this represented a tide of
opinion from business leaders who were intuitively aware that
the key differentiator of high performers is as much emotional
and relational as it is cognitive and cerebral. The early literature
on EI in the workplace was criticised for making exaggerated
and unsupported claims,73,74 that have since been replaced with
more balanced views from both sides of the debate.75 After
several decades of research, we are now in a far better position
to determine the true added value of EI.

25
The evidence base As well as demonstrating incremental validity over
A starting point to understand the added value of EI personality inventories, the authors of this meta-
is to compare it with existing psychological models analysis assert that trait EI provides a more detailed
to see if EI measures and predicts any additional and comprehensive assessment of the emotion-
variance in performance, also known as incremental related aspects of personality.79
validity. Some researchers have criticised EI as being
conceptually redundant for having significant overlap The EIP evidence
with other domains, such as personality and cognitive In our research using the EIP we have found that EI
ability, and providing only weak utility as a predictor demonstrates incremental validity in relation to both
of job performance.76,77,78 However, a growing number job performance and work engagement. In a sample
of meta-analytic studies demonstrate EI to be a of over 300 employees from across a variety of
significant incremental predictor of job performance organisations, we found that the EIP added between
(as described in Section 3) as well as other criteria. 6% and 12% incremental variance on top of broad
personality traits, in predicting four key dimensions
Meta-analysis (2016)33 of performance (for more detail, please refer to
This systematic review and meta-analysis of trait EI Section 3).37 In a further study with over 200 working
demonstrated its consistent incremental variance adults, we found that the EIP added 19% extra
over personality dimensions in explaining a wide variance in predicting engagement over and
range of different areas of emotional and social above broad personality traits.37
functioning. Some of these areas included happiness,
These findings have been further endorsed by
emotional labour, perceived stress, life satisfaction,
comparing the EIP with several well-established
anxiety, leadership roles, and well-being. In total, this
personality inventories.80 This was done by mapping
analysis combined the results from 114 different
all of these instruments onto a single organising
studies, with 80% yielding statistically significant
framework of personality traits called the Periodic
results. The authors emphasised this incremental
Table of Personality (akin to the periodic table of
variance as being ‘practically significant’ and
chemical elements).81 Based on statistical mapping,
concluded that:
the EIP scales were found to have about 50% scale
overlap and 50% scale difference from the ten
personality instruments. The results from some
“ trait EI reliably accounts of the most popular personality inventories are
shown in Table 6.
for substantial variation in
These results further endorse the position that the
a wide range of criteria that EIP adds incremental value in measuring aspects of
personality not addressed by established personality
is not accounted for by inventories (i.e. areas of difference). Further analysis
revealed that many of these areas were the emotional
other constructs... putting and social facets of behaviour. In practice this
means that the EIP can be used in combination
to rest the assertion that with personality inventories to measure the
emotional and social aspects of personality
it is redundant with basic in greater breadth and depth.

personality dimensions.” 33

26 Powered by
Table 6: The percentage overlap and difference between the EIP and personality inventories

PERSONALITY INVENTORY PERCENTAGE OVERLAP PERCENTAGE

WITH EIP DIFFERENCE FROM EIP

Hogan Personality Inventory (HPI) 67% 33%

Occupational Personality Questionnaire (OPQ) 55% 45%

Sixteen Personality Factor questionnaire (16PF) 27% 73%

Personality and Preference Inventory (PAPI) 33% 67%

NEO PI-R 67% 33%

California Psychological Inventory (CPI) 50% 50%

“ We found that the EIP added 19% extra

variance in predicting engagement over
and above broad personality traits.” 37

What is the added value of EI?

Key points 1 Initial claims about the additional value of EI lacked strong
research foundations. The large research base that is now
available demonstrates EI adds clear incremental value.

2 EI adds incremental value over personality and cognitive

ability in the prediction of a range of work-related criteria,
including performance, well-being, and engagement.

3 EI assessments can provide a more granular focus on the

emotional and social aspects of personality compared
to traditional personality questionnaires.

27
8
The impact of Emotional Intelligence in the workplace

Can EI be
developed?
EI is widely applied in business for leadership and talent
development. A current web search for ‘Emotional Intelligence
training’ produces around 75 million hits, and over 200
organisations providing various forms of coaching and
training, many as part of MBA training through prestigious
universities such as Yale.82

28 Powered by
Arguably, a key reason for the popularity of EI is that it 4 New research is also challenging the long-held
is more developable than other psychological attributes assumption that personality traits are not
such as cognitive intelligence a and personality traits.b developable,b showing that personality traits are
For example, the EIP framework provides a clear far more malleable than previously thought.89,90
roadmap for personal development by: Researchers now suggest that ‘personality
trait change might result from training and
- emphasising individual choice and control in
development interventions at work’.91 This
adopting more mindful attitudes
apparent shift in position is entirely aligned
- building a more granular awareness of emotions with the evidence that EI is a developable and
improvable construct.
- embedding positive behavioural habits through
repeated practice Two recent meta-analytic studies endorse the view
that EI may be improved through training:
- providing blended approaches to EI development
such as experiential activities, group work, and Meta-analysis 1 (2017) 92
mobile app technology This analysis combined the results from 24 pre and
post EI training intervention studies, involving 1,986
The evidence base people in total. The training methods were varied, but
Evidence for the developable nature of EI is supported
the vast majority of studies included both experiential
by the latest research in a diverse range of fields, such
and theory-based components. Overall, the analysis
as personality theory, neuroscience, and mindfulness.
found moderate positive improvements in EI after
1 A recent meta-analytic study (2018) 85 found training. In addition, results from a subset of seven
EI had a statistically significant association studies, which included a further follow-up (on average
with mindfulness, which increased with age. around four months after training) suggested these
Researchers suggest that mindfulness practice improvements in EI remain consistent over time.
encourages the development of key abilities The authors stated, ‘The obtained results show that
and competencies associated with EI. specific interventions improve EI.’ Additionally, they
noted that ‘the most effective interventions were
2 A systematic review of an eight-week
those that focused on enhancing specific emotional
mindfulness-based stress reduction programme
abilities’, all of which ‘used a workshop approach with
(MBSR) found that MBSR led to changes in the
group discussion and interactive participation’.
brain’s amygdala consistent with improved
emotional regulation.86 Meta-analysis 2 (2019) 93
3 A newly emerging field of research has identified A second meta-analysis combined 58 studies, and
a specific network of brain regions that are included training interventions delivered for managers,
involved in social and emotional cognition, called nurses, police officers, sales representatives, teachers,
the Default Mode Network (DMN) or ‘social brain’, and retail staff. This analysis found post EI training
that is instrumental to empathic reasoning.87 results to be over half a standard deviation higher than
A number of studies have identified regions in pre EI training results. In practice, the results indicated
the DMN as being highly predictive of future that a person who had completed EI training would on
behaviour change.88 average score higher than 73% of people who had not
been trained. Similar to the previous meta-analysis,
the data also suggested that the impact was greater
when the training included participative discussion
rather than lectures, although it was only possible
to draw tentative conclusions on this due to limited
studies including this information. The authors
concluded, ‘The moderate and positive effect of
training on EI supports the malleability of this
construct, allowing us to infer that EI is trainable.’
They go on to suggest that ‘implementing workplace
EI training programs is indeed a good investment’.

a The popularisation of Daniel Goleman’s book ‘Emotional Intelligence – Why it can matter more than IQ’ (1996)72 is often seen as a backlash
to the Herrnstein and Murray book, ‘The Bell Curve’ (1994) 83 that argued the importance of IQ for understanding social class in society.
29
b According to trait theory (also called dispositional theory), ‘traits are aspects of personality that are relatively stable over time’. 84
The EIP evidence As suggested by the meta-analytic studies, the
These findings are consistent with research we have development of EI may be somewhat influenced by
conducted on pre and post training impact using the method applied. One area of growing popularity
the EIP. One such study examined over 300 STEM is the use of mobile app technology. A recent small-
(Science, Technology, Engineering, and Maths) scale study examined data on 212 habit change
sector employees, who completed the EIP prior to, attempts/completions using the EIP mobile app.
and three months after, attending an EI development Results found a very strong correlation between
programme.94 The EI programme included a two-and- the number of days an EI habit was practised and
a-half day workshop, one-to-one coaching, and several the self-perceived improvement in the specific
individual activities, such as a three-week habit behaviour committed to.96 Clearly, there are several
change exercise. The results showed significant factors that may determine the success of EI
improvements in EIP scores, as shown in Figure 4. development, but a key element is the amount of
These promising findings suggest that EI is not just practice and perseverance by the individual. One way
developable, but unlike some short-lived motivational to encourage this is by making best use of available
workshops, EI improvements are sustainable over time. technologies such as mobile apps.
Furthermore, it is encouraging that such improvements
are achieved in neuro-diverse job sectors (i.e. STEM)
that are traditionally less people-oriented.95

Figure 4: Percentage EIP score improvements pre and post development

Personal Intelligence Interpersonal Intelligence

Self Management Relationship Management

Behaviour
11% 12%

Self Awareness Awareness of Others

Feeling
13% 13%
© 2019 PSI Services LLC

Self Regard Regard for Others

Attitude
21% 10%

The EIP framework is described in Section 2

“I cannot recommend PSI and

their EI programme highly enough.
Having had the absolute pleasure
of being on the EI journey through
both team and personal coaching,
this once sceptic is an absolute
advocate of EI.”
Richard Gray, Head of Architecture – Systems, Kier Group

30 Powered by
Developing EI not only impacts on the individual but decrease in negative leadership climate dimensions,
also on the organisation. In a small study, we found summarised in Figure 5.
that developing EI in individual leaders can
These findings demonstrate an important part of
significantly improve the emotional climate of the
the EI puzzle – that EI can be developed and done
organisation.97 A group of 35 leaders within a large
so sustainably. Given the other findings in this paper,
construction organisation participated in an EI-based
that EI relates to job performance, engagement,
development programme that incorporated three
well-being, and leadership, it may be inferred that
team workshops and individual coaching over a
these too can be improved through the development
10-month period. A sample of 244 employees working
of EI. Furthermore, this report has identified specific
for this leadership group completed a climate survey,
aspects of EI (as defined by the EIP scales) that have a
before and after their leaders went through the
strong relationship to each of these work-related areas.
programme. Overall, the results showed an increase
This will enable individuals to be more selective in
in positive leadership climate dimensions and a
deciding which aspects of EI they choose to develop.

Figure 5: Percentage change in leadership climate ratings following leaders’ EI development

-10% Controlling

-13% Withdrawing

Inspiring +16%

Including +14%

-15 -10 -5 0 5 10 15 20

Can EI be developed?

Key points 1 EI is typically considered to be more developable than other

individual attributes such as personality temperament and
cognitive ability.

2 Research has demonstrated that EI training and development

can lead to moderate and positive improvements in levels of EI.

3 There is early evidence that EI training which involves more

discussion, participation, and mindfulness practice is
particularly effective.

4 The impact of EI training appears to be sustainable over time,

with some studies reporting that improvements were
maintained several months after training.

31
The impact of Emotional Intelligence in the workplace

EI – a present
and future
priority
Despite the widespread popularity of EI within the corporate
world, it has not gone unchallenged, with one academic
observing, ‘there is perhaps no construct in the social sciences
that has produced more controversy in recent years.’ 98 However,
the accumulated evidence over three decades of research is
now compelling:
- EI is measurable
- EI relates to performance, engagement, well-being, and
aspects of leadership
- EI can be developed

32 Powered by
HR professionals and consultants applying EI
assessments and development programmes should
have confidence that there is a solid evidence-base
supporting the value of EI for individuals and
organisations.

In our view, the question today is less about whether

EI adds value, but more about where and how EI
can add most value. EI has been shown to be more
predictive in jobs with higher emotional labour such
as nursing, sales, and leadership roles.25 It is also
proving helpful in areas such as Artificial Intelligence,
which paradoxically places a high premium on human
attributes such as empathy and collaboration.3
Further research will help us to understand how
we can best apply EI and maximise benefits for
individuals and organisations.

EI is not a panacea, but as described in this white

paper, it has demonstrated clear added value in
many areas of employee engagement, well-being,
and job performance. In its relatively short history,
EI has made a significant contribution in supporting
employees, leaders, and organisations to respond to
the changing demands of the workplace. According
to current forecasts and predictions, EI will continue
to be a priority for organisations over many years
to come. 2,9,10

“Further research will help

us to understand how we
can best apply Emotional
Intelligence and maximise
benefits for individuals
and organisations.”

33
References
21 Mayer, J. D., Salovey, P. & Caruso, D. R. (1997, 2002). Mayer-
Salovey-Caruso Emotional Intelligence Test (MSCEIT™). Toronto,
Canada: Multi-Health Systems, Inc.
22 Brackett, M. A., & Mayer, J. D. (2003). Convergent,
1 Tamkin, P., & Luanaigh, A. (2016). The Relationship between discriminant, and incremental validity of competing measures
UK Management and Leadership and Productivity. UKCES. of emotional intelligence. Personality and Social Psychology
Bulletin, 29, pp. 1147–1158.
2 The Future of Jobs Report (2018). World Economic Forum
(p. ix). http://reports.weforum.org/future-of-jobs-2018 (p.v). 23 Warwick, J., & Nettelbeck, T. (2004). Emotional intelligence is?
Personality and Individual Differences, 37, pp. 1091–1100.
3 Lucy, D., Wellbelove, J., Poorkavoos, M., & Hatcher, C. (2018).
The Management Agenda 2018. Roffey Park. 24 Cartwright, S., & Pappas, C. (2007). Emotional intelligence,
its measurement and implications for the workplace.
4 Maddocks, J. (2018). Emotional Intelligence at Work. How to International Journal of Management Reviews, 10, pp. 149–171.
make change stick. 2nd Edition. Spa House Publishing. https://dx.doi.org/10.1111/ j.1468-2370.2007.00220.x
5 Freedman, J. (2007). 2007 Workplace Issues Report. 25 Joseph, D. L., & Newman, D. A. (2010). Emotional intelligence:
Six seconds. Cited in Freedman, J. & Stillman, P. (2016). an integrative meta-analysis and cascading model. Journal of
The Business Case for Emotional Intelligence. Six seconds. Applied Psychology, Vol. 95 No. 1, pp. 54–78.
6 Bradberry, T., & Greaves, J. (2009). Emotional intelligence 26 Jordan, P. J., Dasborough, M. T., Daus, C. S., & Ashkanasy,
2.0. San Diego, CA: TalentSmart. N. M. (2010). A call to context. Industrial & Organizational
7 Freedman, J. (2012). The 2012 Workplace Issues Report. Psychology, Vol. 3 No. 2, pp. 145–148.
Six seconds. Cited in Freedman, J. & Stillman, P. (2016). 27 Boyatzis, R.E. (2007). The Creation of the Emotional and
The Business Case for Emotional Intelligence. Six seconds. Social Competency Inventory (ESCI). Boston: HayGroup.
8 Maddocks, J. (2015). The Emotional Intelligence of the 28 Petrides, K. V., Pita, R., & Kokkinaki, F. (2007). The location of
human resources sector 2007-2015. PSI. trait emotional intelligence in personality factor space, British
9 McKinsey & Company (2017). Jobs lost, jobs gained, workforce Journal of Psychology, Vol. 98 No. 2, pp. 273–289.
transition in a time of automation. McKinsey Global Institute. 29 Multi-Health Systems (2011). EQ-i Launch Kit.
10 Udemy (2019). 5 Workplace Learning Trends and 5 Predictions http://ei.mhs.com/EQi20.aspx
for 2019. Towards a Digital-Human Workforce. Udemy for business. 30 Freedman, J. & Stillman, P. (2016). The Business Case for
11 Harvard Business Review Research Report (2019). The EI Emotional Intelligence. Six seconds.
advantage. Driving Innovation and Business Success through 31 Van Rooy, D. L., & Viswesvaran, C. (2004). Emotional
the Power of Emotional Intelligence. Harvard Business Review intelligence: A meta-analytic investigation of predictive
Analytic Services. hbr.org/hbr-analytic-services validity and nomological net. Journal of Vocational Behavior,
12 Murphy, M. (2012). Hiring for attitude. McGraw-Hill. 65, pp. pp. 71–95. (p. 90).

13 Denning, S. (2004). The seven highest values of organisation 32 Joseph, D. L., & Newman, D. A. (2010). Emotional intelligence:
storytelling. Braintrust Presentation. an integrative meta-analysis and cascading model. Journal of
Applied Psychology, Vol. 95 No. 1, pp. 54–78. (p 71, p. 72).
14 Research by Forum Corporation on Manufacturing and
Service Companies, (1989-1995), cited in Orioli, E. (2000). 33 Andrei, F., Seigling, A. B., Aloe, A. M., Baldaro, B., & Petrides,
Leader know thyself: Measuring and developing leadership K. V. (2016). The incremental validity of the Trait Emotional
using the EQ Map. Workshop presentation at Linkage Intelligence Questionnaire (TEIQue): a systematic review
Emotional Intelligence Conference, Chicago, IL. and meta-analysis. Journal of Personality Assessment, 98, 3,
pp. 261–276. (p. 274).
15 ADP (2019). The Workforce View in Europe 2019.
www.adp.co.uk/workforceview 34 Petrides, K. V., Mikolajczak, M., Mavroveli, S., Sanchez-Ruiz.
M., Furnham, A., & Pérez-González, J. (2016). Developments in
16 Gallup (2019). The Manager Experience. Top Challenges Trait Emotional Intelligence Research, Emotion Review, 8, No. 4,
& Perks of Managers. Gallup Inc. pp. 335–341.
17 Daus, C. S., & Ashkanasy, N. M. (2003). Will the real 35 O’Boyle, E. H., Humphrey, R. H., Pollack, J. M., Hawver,
emotional intelligence please stand up? On deconstructing T. H., & Story, P. A. (2011). The relation between emotional
the emotional intelligence ‘debate’. Industrial and intelligence and job performance: a meta-analysis. Journal
Organizational Psychologist, 41(2), p. 69. of Organizational Behaviour, 32, pp. 788–818. (p. 808).
18 Mayer, J. D., & Salovey, P. (1993). The intelligence of 36 Joseph, D. L., Jin, J., Newman, D. A., & O’Boyle, E. H. (2015).
emotional intelligence. Intelligence, 17. pp. 433–442. Why does self-reported emotional intelligence predict job
19 Petrides, K. V., & Furnham, A. (2001). Trait emotional performance? A meta-analytic investigation of mixed EI.
intelligence: Psychometric investigation with reference to Journal of Applied Psychology, 100, 2, pp. 298–342. (p. 318).
established trait taxonomies. European Journal of Personality, 37 Maddocks, J., & Hughes, D. (2019). The Emotional
15, pp. 425–448. Intelligence Profile (EIP3) technical manual. PSI.
20 Boyatzis, R. E., & Sala, F. (2004). The Emotional Competence 38 Markos, S., & Sandhya, S. (2010). Employee Engagement:
Inventory (ECI). In G. Geher (Ed.), Measuring emotional The Key to Improving Performance. International Journal of
intelligence: Common ground and controversy, pp. 147–180. Business and Management, Vol. 5, No. 12.
Hauppauge, NY: Nova Science.

34 Powered by
39 Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business- 53 Korn Ferry: Worried workers: Korn Ferry survey finds
Unit-Level Relationship Between Employee Satisfaction, professionals are more stressed out at work today than 5 years
Employee Engagement, and Business Outcomes: A Meta- ago, 8 November 2018. www.kornferry.com/press/worried-
Analysis. Journal of Applied Psychology, Vol. 87, No. 2, pp. workers-korn-ferry-survey-finds-professionals-are-more-
268–279. stressed-out-at-work-today-than-5-years-ago
40 Gallup (2017). State of the global workplace. Gallup Inc. 54 MeQuilibrium (2018). 5 ways resilience will transform your
business. www.mequilibrium.com
41 Miao, C., Humphrey, R. H., & Qian, S. (2017). A meta-analysis
of emotional intelligence and work attitudes. Journal of 55 Schneider, T. R., Lyons, J. B., & Khazon, S. (2013). Emotional
Occupational and Organizational Psychology, 90, pp. 177–202. intelligence and resilience. Personality and Individual
Differences, 55, pp. 909–914.
42 Vyas, E. (2015). The Relationship between Healthcare
Leaders’ Emotional Intelligence, Leader Performance Outcomes, 56 Zeidner, M., Matthews, G., & Roberts, R. (2012). The
and Employee Work Engagement during Transformational Emotional intelligence, health, and well-being nexus:
Change. Six Seconds. What have we learned and what have we missed? Applied
Psychology: Health and Well-being, 4, pp. 1–30.
43 Meisler, G. (2014). Exploring emotional intelligence, political
skill, and job satisfaction. Employee Relations, Vol. 36 Issue 3, 57 Martins, A., Ramalho, N., & Morin, E. (2010). A comprehensive
pp. 280–293. meta-analysis of the relationship between emotional intelligence
and health. Personality and Individual Differences, 49, pp. 554–564.
44 Boyatzis, R., Guise, S., Hezlett, S., Kerr, P., & Lams, S. (2017).
Emotional and social competency inventory. Research guide 58 Sánchez-Álvareza, N., Extremerab, N., & Fernández-
and technical manual. Korn Ferry. Berrocalc, P. (2015). The relation between emotional intelligence
and subjective well-being: A meta-analytic investigation. The
45 Handley, R. (1999). Conference Proceedings, NexusEQ 2003.
Journal of Positive Psychology. August pp. 1–10.
46 Pesuric, A., & Byham, W. (1996). The new look in behaviour
59 Schutte, N. S., Malouff, J. M., Thorsteinsson, E. B., &
modelling. Training and Development, pp. 25–33.
Bhullar, N. (2007). A meta-analytic investigation of the
47 Momm, T., Blickle, G., Liu, Y., Wihler, A., Kholin, M., & Menges, relationship between emotional intelligence and health.
J. (2015). It pays to have an eye for emotions: Emotion Personality and Individual Differences, 42, pp. 921–933.
recognition ability indirectly predicts annual income. Journal
60 Taggart, F., Stewart-Brown, S., & Parkinson, J. (2016).
of Organizational Behavior, Vol. 36(1), pp. 147–163.
Warwick-Edinburgh Mental Well-being Scale (WEMWBS) User
48 Schaufeli, W. B., & Bakker, A. B. (2004). Utrecht Work Guide – Version 2. Edinburgh: NHS Health Scotland.
Engagement Scale Preliminary Manual.
61 The EIP3 Resilience Report (2018). The THRIVE cycle of
www.wilmarschaufeli.nl/publications/Schaufeli/Test%20
Resilience, p. 4, PSI.
Manuals/Test_manual_UWES_English.pdf, 01.12.18
62 Schwab, K. (2016). The Fourth Industrial Revolution. World
49 Maddocks. J. (2017). Does the Emotional Intelligence of
Economic Forum. Geneva.
leaders influence the emotional climate of the organisation?
Assessment & Development Matters, Autumn 2017 – Vol. 9. No.3. 63 Neubauer, R., Tarling, A. & Wade, M. (2017). Redefining
Leadership for a Digital Age. IMD International Institute for
50 Thriving at Work: the Stevenson/Farmer review of mental
Management Development and metaBeratung GmbH.
health and employers, 26 October 2017.
www.gov.uk/government/publications/thriving-at-work-a- 64 Quantum Workplace (2018). Employee Engagement Trends.
review-of-mental-health-and-employers Among America’s best places to work. quantumworkplace.com
51 The economics foundation: Stressed economy, stressed 65 George, J. M. (2000), Emotions and leadership: the role of
society, stressed NHS, 18 May 2018. emotional intelligence, Human Relations, Vol. 53 No. 8, p. 1027.
https://neweconomics.org/2018/05/stressed-economy-
66 Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions,
stressed-society-stressed-nhs
and mood contagion. Leadership Quarterly, 17, pp. 317–334.
52 Gallup: Eight in 10 Americans Afflicted by Stress, 20
67 Goleman, D. (2000). Leadership that gets results. Harvard
December 2017. https://news.gallup.com/poll/224336/eight-
Business review, March-April, 81, pp. 79–90.
americans-afflicted-stress.aspx

35
68 Walter, F., Humphrey, R. H., & Cole, M. S. (2012), Unleashing 81 Woods, S. A., & Anderson, N. R. (2016). Toward a Periodic
leadership potential: Toward an evidence-based management Table of Personality: Mapping Personality Scales Between
of emotional intelligence. Organizational Dynamics, 41, pp. 212–219. the Five-Factor Model and the Circumplex Model. Journal of
Applied Psychology, 101(4), pp. 582–604.
69 Harms, P. D. & Credé, M. (2010). Emotional intelligence and
transformational and transactional leadership: a meta-analysis. 82 Di Meglio, F. (2013). Want an MBA from Yale? You’re going to
Journal of Leadership & Organizational Studies, 17, 1, pp. 5–17. need emotional intelligence. www.bloomberg.com/news/
articles/2013-05-15/want-an-mba-from-yale-youre-going-to-
70 Bono, J., & Judge, T. (2004). Personality and transformational
need-emotional-intelligence
and transactional leadership: A meta-analysis. Journal of Applied
Psychology, 89, pp. 901–910. 83 Miao, C., Humphrey R. H., & Qian, S. (2018). The relationship
between emotional intelligence and trait mindfulness: A meta-
71 Miao, C., Humphrey, R. H., & Qian, S. (2016). Leader emotional
analytic review. Personality and Individual Differences, 135,
intelligence and subordinate job satisfaction. A meta-analysis
pp. 101–107.
of main mediator and moderator effects. Personality and
Individual differences, 102, pp. 13–24. (p. 21). 84 Gotink, R. A., Meijboomb, R., Vernooij, M., Smits, M., &
Huninka, M, G. (2016). 8-week Mindfulness Based Stress
72 Goleman, D. (1996). Emotional intelligence: why it can matter
Reduction induces brain changes similar to traditional long-
more than IQ. New York: Bantam Books. Performance. Journal
term meditation practice – A systematic review. Brain and
of General Management. Braybrooke Press Ltd.
Cognition, 108, pp. 32–41.
73 Matthews, G., Roberts, R. D., & Zeidner, M. (2004). Seven myths
85 Ling, G., Lee. I., Guimond, S., Lutz, O., Tandon, N., Nawaz, U.,
of emotional intelligence. Psychological Inquiry, 15, pp. 179–196.
Ongür, D., Eack, S., Lewandowski, K. E., Keshavan, M., & Brady
74 Locke, E. A. (2005). Why emotional intelligence is an invalid Jr, R. (2019). Individual variation in brain network topology is
concept. Journal of Organizational Behavior, Vol. 26 No. 4, linked to emotional intelligence, NeuroImage, 189, pp. 214–223.
pp. 425–431.
86 Boyatzis, R., & Jack. A. (2018). The neuroscience of coaching.
75 Antonakis, J., Ashkanasy, N., & Dasborough, M. (2009). Consulting Psychology Journal: Practice and Research. Vol. 70,
Does leadership need emotional intelligence? The Leadership No. 1, pp. 11–27.
Quarterly, 20, pp. 247–261.
87 Allan, J., Leeson, P., De Fruyt, F., & Martin, S. (2018).
76 Antonakis, J. (2004). On why “emotional intelligence” will not Application of a 10 week coaching program designed to
predict leadership effectiveness beyond IQ or the “big five”: An facilitate volitional personality change: Overall effects on
extension and rejoinder. Organizational Analysis, 12, pp. 171–182. personality and the impact of targeting. International Journal
of Evidence Based Coaching and Mentoring, 16(1), pp. 80–94.
77 Conte, J. M. (2005). A review and critique of emotional
intelligence measures. Journal of Organizational Behavior, 26, 88 Roberts, B. W., Luo, J., Briley, D. A., Chow, P. I., Su, R., & Hill,
433–440. P. L. (2017). A systematic review of personality trait change
through intervention. Psychological Bulletin, 143(2), pp. 117–141.
78 Harms, P. D., & Crede, M. (2010). Remaining issues in
emotional intelligence research: Construct overlap, method 89 Woods, S., & Wille, B. (in press). The Influence of Work on
artifacts, and lack of incremental validity. Industrial and Personality Trait Development: The Demands-Affordances
Organizational Psychology, 3, pp. 154–158. TrAnsactional (DATA) Model, an Integrative Review, and
Research Agenda. Journal of Vocational Behavior.
79 Vernon, P. A., Villani, V. C., Schermer, J. A., & Petrides, K. V.
(2008). Phenotypic and genetic associations between the B5 90 Herrnstein, R. J. & Murray, C. (1994). The bell curve: Intelligence
and trait emotional intelligence. Twin Research and Human and class in American life. New York: The Free Press.
Genetics, 11(5), pp. 524–530.
91 Wikipedia, trait theory definition.
80 Maddocks, J. & Noble, S. (2019). Linking Emotional Intelligence https://en.wikipedia.org/wiki/Trait_theory
to the Periodic table of Personality. Presented at the BPS Division
92 Hodzic, S., Scharfen, J., Ripoll, P., Holling, H., & Zenasni, F.
of Occupational Psychology conference, Chester, UK. 2019.
(2017). How Efficient Are Emotional Intelligence Trainings:
A Meta-Analysis. Emotion Review, Vol. 10 No. 2, pp. 138–148.
93 Mattingly, V., & Kraiger, K. (2019). Can emotional intelligence
be trained? A meta-analytical investigation. Human Resource
Management Review. 29, pp. 140-155. (p. 152).
94 Maddocks. J., Harris, C., & van der Vloodt, R. (in press).
Emotional intelligence and neurodiversity. PSI.
95 CIPD guide. (2018). Neurodiversity at work. CIPD.
96 Boothroyd, P., Hughes, D., Maddocks, J., & Noble, S. (2019).
Facilitating habit change via a smartphone app: user behaviour
and the impact of repeated practice. PSI. Internal research paper.
97 PSI. (2017). Client case study.
98 Spector, P. E., & Johnson, H. M. (2006). Improving the
definition, measurement, and application of emotional
intelligence. In K. R. Murphy (Ed.), A critique of emotional
intelligence: What are the problems and how can they be fixed?,
pp. 325–344, Mahwah, NJ: Lawrence Erlbaum.

36 Powered by
The impact of Emotional Intelligence in the workplace

Appendix 1
EIP scale definitions
Attitude Scales Authenticity is the degree to which you invite the
trust of others by being principled, reliable, consistent
Self Regard is the degree to which you accept and
and known.
value yourself.
Balanced Outlook is how well you manage to balance
Regard for Others is the degree to which you accept
optimism and realism. (Pessimistic, Realistically
and value others as people.
Optimistic, Over Optimistic.)
Awareness scales
Behaviour: Relationship Management
Self Awareness is the degree to which you are in
scales
touch with your body, feelings, and intuition.
Connecting with Others is the extent and ease with
Awareness of Others is the degree to which you are
which you are able to make significant connections
in touch with the feelings of others.
with other people.
Reflective Learning is the extent to which you reflect
Trust is your tendency to place the right amount of
on what you and others feel, think and do and alter
trust in others. (Mistrusting, Carefully Trusting, Over
your behaviour accordingly.
Trusting.)
Behaviour: Self Management scales Emotional Expression and Control is how well you
balance emotional expression with emotional control.
Emotional Resilience is the degree to which you are
(Under Controlled, Free and in Charge, Over Controlled.)
able to pick yourself up and bounce back when things
go badly for you. Conflict Handling is how well you handle conflict or
how assertive you are. (Passive, Assertive, Aggressive.)
Personal Power is the degree to which you believe
that you are in charge of and take responsibility for Interdependence is how well you manage to balance
your outcomes. taking yourself and taking others into account.
(Dependent, Independent, Over Independent.)
Goal Directedness is the degree to which your
behaviour is related to your own long-term goals.
Flexibility is the degree to which you feel free to
adapt your thinking and your behaviour to match
changing situations.

37
Powered by

About PSI
PSI Talent Management is where people meet potential.
PSI helps organisations attract, recruit, develop and retain
talent, globally. Bringing together insightful assessment and
inspirational development, PSI blends the best emerging
technology with leading content and consulting expertise.

We are the global leader in blending science-based principles

with robust and emerging assessment technologies across the
entire employee life cycle. This approach drives highly engaging,
valid and defensible assessment experiences for our customers
in the corporate, government and public sector arenas.

psionline.com/talent
PSI Talent Management
+ 44 1242 282 900
productinfo @psionline.com
psionline.com/talent

@PSI_Talent_UK

PSI Services LLC