Emotional Intelligence: The Essential Toolkit for Today’s Leaders

The technical skills that landed you your job probably won’t be enough to secure your next, the world is changing, and emotional intelligence has never been so crucial. Emotional intelligence (EQ) is the ability to use emotions and emotional knowledge to enhance understanding, and relationships, and create a more comfortable environment – an integral skill for any leader (Mayer et al., 2008). In a society where artificial intelligence is seemingly everywhere, the ability to retain and develop emotional intelligence within leaders is not just desirable – it’s an essential toolkit to navigate the complexities of today. 

Emotional Intelligence has never been more important

Gone are the days when technical skills, billables, and reputation are what made a leader, now studies show that these factors will all be overlooked if EQ and effective communication are absent (Landry, 2019). Microsoft CEO, Satya Nadella, argues that empathy and EQ are the most formidable skills available to a leader, not only are they necessary in controlling stress and promoting positive teamwork, but they help foster a culture set on inclusivity. It is the self-awareness that comes with EQ that, perhaps, is most impactful within a business setting. A self-aware leader can provide a deep insight into their own strengths, weaknesses, and values, as well as the impact they have on others – promoting the vogue notion of a transparent leader. To establish a relationship built on trust and confidence, a leader must demonstrate self-awareness with their employees – creating a two-way, not top-down, relationship.

EQ is crucial in providing employee support through stormy waters, and the turbulent times of COVID-19 prove this. Research on the parallels between COVID-19 and EQ reveals that those with a higher EQ are at much less risk of burnout, disorganisation, idleness, and stress (Goodlet et al., 2021). Leaders with a high EQ can empathise with the fears and concerns of their teams, promoting a sense of togetherness and safety when the going gets tough. As an employee, having someone who understands you, cares about you, and recognises how you feel is incredibly important. With 96% of employees believing showing empathy is crucial in increasing employee retention, the evidence is clear – leaders need EQ (Beheshti, 2019).  As society is, perhaps, more unpredictable than ever having a steady head which can lead with authenticity, adaptability and empathy should be an employee’s prerogative. The COVID pandemic left workers feeling unhappy and unnoticed, and 4.4 million Americans quit work in February 2021 alone, proving that leaders need EQ to keep their businesses afloat (Robinson, 2022). 

The distinction between good leaders and great leaders often lies in EQ, and data shows it accounts for nearly 90% of what sets high performers apart (Goleman, 2004). Whilst good leaders, without high EQ, can delegate tasks, hit quotas, and demonstrate technical skills – they will always fall short of being self-aware leaders. Therefore, leaders with low EQ levels will quickly start to diminish as they are replaced by their more empathetic counterparts. Great leaders navigate interpersonal dynamics with empathy, not only finessing the basics of any leader but going further, motivating, and influencing their employees. When good leaders depart from their business, they may leave behind a legacy of achievements, but the departure of a high EQ leader leaves an indelible, positive mark on the employees they inspired. 

The Dark Side of Emotional Intelligence

 Critics argue that there is a self-serving side to EQ, one which resembles Machiavellian and manipulative tendencies (Davis and Nichols, 2016). This perspective shines a light on EQ being a tool, rather than an attribute – it has its uses, to help or to harm. For example, a study found that those with high EQ were more likely to exploit and embarrass those around them (Bariso, 2018). The ability to read, understand, and impress emotions can certainly be used for deviant actions, and one must be aware of the power EQ holds.

Whilst EQ plays a pivotal role in becoming a successful leader, attention must be paid to the dark possibilities of its capability. Leaders must be selfless, influential, and motivated to make positive change for the better. It is through EQ that society as a whole can become a brighter, more inclusive hub for people to live and work.

Conclusion

In the ever-evolving landscape of leadership, EQ stands as a beacon that can guide, inspire, and change the future. The time to upskill has been and gone and those who missed the boat will soon find out. Today, a leader without emotional intelligence is hardly a leader. Whilst it certainly comes with its challenges, the overwhelming positive impact EQ can have on businesses and society as a whole must not be missed. The ability to lead with your team, rather than alone, is an opportunity we should all take. Finally, EQ is not just a skill to master, it’s the start of a more positive future for all.

Bibliography

Bariso, J. (2018). There’s a Dark Side to Emotional Intelligence. Here’s How to Protect Yourself. [online] Time. Available at: https://time.com/5300642/dark-side-emotional-intelligence/.

Beheshti, N. (2019). 10 Timely Statistics About The Connection Between Employee Engagement And Wellness. Forbes. [online] 27 Sep. Available at: https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/.

Davis, S.K. and Nichols, R. (2016). Does Emotional Intelligence have a ‘Dark’ Side? A Review of the Literature. Frontiers in Psychology, 7(1316). doi:https://doi.org/10.3389/fpsyg.2016.01316.

Goleman, D. (2004). What Makes a Leader? [online] Harvard Business Review. Available at: https://hbr.org/2004/01/what-makes-a-leader.

Goodlet, K.J., Raney, E., Buckley, K., Afolabi, T., Davis, L., Fettkether, R.M., Jones, M., Larson, S. and Tennant, S. (2021). Impact of the COVID-19 Pandemic on the Emotional Intelligence of Student Pharmacist Leaders. American Journal of Pharmaceutical Education, 86(1), p.8519. doi:https://doi.org/10.5688/ajpe8519.

Landry, L. (2019). Why emotional intelligence is important in leadership. [online] Harvard Business School Online. Available at: https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership.

Mayer, J.D., Roberts, R.D. and Barsade, S.G. (2008). Human Abilities: Emotional Intelligence. Annual Review of Psychology, 59(1), pp.507–536. doi:https://doi.org/10.1146/annurev.psych.59.103006.093646.

Robinson, B. (2022). Discover The Top 5 Reasons Workers Want To Quit Their Jobs. [online] Forbes. Available at: https://www.forbes.com/sites/bryanrobinson/2022/05/03/discover-the-top-5-reasons-workers-want-to-quit-their-jobs/?sh=32444dd75d46 [Accessed 27 Feb. 2024].