We have all heard the term “emotional intelligence,” or EQ, but what exactly does it mean? Basically, it refers to a person’s ability to recognize, understand, and manage their own emotions, as well as interpret and influence the emotions of others. Having high EQ doesn’t mean you have to be nice or agreeable all the time. It is more about the ability to read a room, respond to stress in healthy ways, and handle interpersonal challenges with awareness and tact.
As psychologists Peter Salovey and John D. Mayer originally defined it, emotional intelligence is “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions.”
EQ includes a range of competencies, commonly grouped into five categories: self-awareness, self-regulation, motivation, empathy, and social skills. Each component builds on the others. For example, someone who’s highly self-aware is more likely to regulate their emotions effectively, which in turn affects how well they relate to others. These are not traits people are born with or without. They can be developed with intention and practice.
What differentiates emotional intelligence from cognitive intelligence is how it influences decision-making and human interaction. While IQ might help someone solve a complex equation, EQ determines how they explain their solution to a frustrated coworker—or respond when that coworker doesn’t agree. In many professional settings, being able to work through disagreements, inspire a team, or handle pressure gracefully matters just as much as technical competence. This example of a founder who turned early adversity into leadership strength illustrates how emotional depth can drive business success.
Too often, businesses undervalue these traits because they are not easily quantified. You can’t assign a number to empathy on a spreadsheet. But its absence is obvious. Miscommunications escalate. Teams fragment. Leaders make short-sighted decisions because they’re driven by ego or fear. On the flip side, when emotional intelligence is strong, even difficult situations become manageable. People feel heard. Feedback flows freely. And trust builds over time.
Why Emotional Intelligence Has A Direct Impact On Leadership and Results
Leadership is no longer just about giving orders or setting aggressive targets. It’s about getting the best out of people—especially in unpredictable conditions. A manager with high EQ can recognize when a team member is overwhelmed, even if they haven’t said so out loud. That same manager might adjust workloads or offer support before burnout sets in. This kind of responsiveness doesn’t just keep morale high—it keeps productivity steady.
Emotional intelligence also supports more effective collaboration. In a group setting, people bring different communication styles, stress responses, and problem-solving habits. Without emotional awareness, it is easy for those differences to cause friction. A leader with high EQ can spot underlying tensions and address them constructively. They are also more likely to create a culture where diverse perspectives are welcomed, not just tolerated.
There is also the matter of long-term retention. Employees don’t just leave because of salary or titles. They often leave because they don’t feel understood, respected, or supported. Leaders with strong EQ know how to give feedback in a way that motivates rather than deflates. They also know how to listen—to truly listen—when a team member is raising a concern. That skill, simple as it sounds, goes a long way in building loyalty.
Research backs this up. In a study conducted by TalentSmart, emotional intelligence was found to be the strongest predictor of performance, accounting for 58% of success in all types of jobs. Ninety percent of top performers had high EQ scores. This isn’t theoretical—it shows up in real-world performance across industries and roles. Leaders who understand this give themselves a measurable advantage.
Practical Ways To Build Emotional Intelligence At Work
Emotional intelligence can be developed at any stage of a career. It starts with self-awareness. One of the simplest ways to build this is through regular reflection. Journaling after difficult conversations or meetings can help identify emotional triggers and patterns in behavior. Over time, this awareness becomes second nature, allowing people to pause before reacting and consider the impact of their words and actions.
Another approach is soliciting honest feedback. Most people have blind spots, especially when it comes to how they come across to others. Constructive feedback, delivered with context, can be a powerful tool for growth. It helps pinpoint areas where communication may be breaking down or where emotional cues are being missed. But it only works when leaders are open to hearing it and willing to make adjustments.
Empathy, often misunderstood as simply “being nice,” is a skill that can also be strengthened. It starts with listening—real listening, not just waiting for a turn to speak. Asking open-ended questions, observing body language, and paying attention to tone all provide insight into what someone is really feeling. This is especially useful during performance reviews, team conflicts, or moments of uncertainty.
On a team level, emotional intelligence grows through practice. Encourage moments of honest dialogue in meetings. Acknowledge stress when it is present instead of pretending everything is fine. Recognize accomplishments, but also address setbacks without blame. Over time, these small shifts create a more emotionally aware workplace—one where people don’t have to check part of themselves at the door in order to succeed.
In fact, research from Harvard Business School Online shows that 71% of employers value emotional intelligence more than technical skills when evaluating candidates. This shows us all just how important EQ is in the workplace.
