When Managers first started hearing about Emotional Intelligence in the 1990s, scales fell from their eyes.
The basic message, that effectiveness in organizations is at least as much about EQ as IQ, resonated deeply; it was something that people knew in their guts but that had never before been so well articulated.
Most important, the idea held the potential for positive change. People could take steps to enhance their emotional intelligence and make themselves more effective in their work and personal lives.
(Source: Vancessa Urch Druskat, Steven B. Wolff: HBR Article, 03/2001)

Why is Emotional Intelligence relevant for managers and leaders?


Managers with Emotional Intelligence achieve more sales, increase production and market share, are more successfull in their job and outperform their colleagues


Emotional Intelligence predicts human performance, leadership and development potential


Working on your Emotional Intelligence can lead to dramatic increases in your performance, interaction with others and your leadership potential


Balancing the emotional and social skills enables job performance

What is Emotional Intelligence?

Emotional Intelligence

is a set of emotional and social skills that tell us how well we

  • Perceive our own emotions
  • Communicate them in a clear and comprehensible way
  • Establish and maintain social relationships
  • Cope with challenges and stressful situations
  • Use emotional information in an effective and useful way
Comparing IQ and EQ
Cognitive intelligence refers to the ability to concentrate and plan, organize material, use words and to understand and interpret facts. IQ is a measure of an individual’s personal information bank – memory, vocabulary, mathematical skills and visual-motor coordinations EI is a set of emotional and social skills. These skills enable us to make our way in a acomplex world – the personal, social and survival aspects and the common sense and sensitivity that are essential to effective daily functioning.
IQ does not and cannot predict success in life: studies have shown that in workplace IQ can serve to predict success of a given job between 1 to 20 % (6% on average). EQ has been found to be directly responsible for between 27 to 45% of job success, depending on which field of study.
IQ is pretty much set: It tends to peak at age of 17 – stays constant throughout adulthood and decreases during old age. EQ is not fixed: EQ rises steadily from your late teens till your old age. This is true both for men and women.

(source: Steven Stein and Howard E. Book: The EQ Edge: emotional intelligence and your success, 3rd Edition)

EI is not
EI is not Aptitude Aptitude is a persons’ ability to perform well in a specific technical skill or activity or discipline.
EI is not Personality

Personality is a unique set of traits that form a persons’ characteristics, ways of thinking, feeling and behaving.

Personality is the concept most often confused with emotional intelligence, but in important ways: Like IQ, the traits which comprise our personality are fixed. This enables personality tests to divide people into “personality types”. People tend to be “marked”.

Emotional intelligence is made up of short term, tactical, dynamic skills which can be used to deal with changing situations. The individual skills of emotional intelligence can be improved by training, coaching and experience.

(source: Steven Stein and Howard E. Book: The EQ Edge: emotional intelligence and your success, 3rd Edition)

History of EI

How did emotional intelligenc evolve? Plainly, it evolved along with humankind; the need to cope, to adapt and to get along with others was crucial to the survival of the early hunter-gatherer societies. The human brain reflects this undeniable fact. So on the one hand emotional intelligence is as old as time.

To gain a practical perspective, let’s focus the development of concept of EQ in the 20th century:

1920s Edward Thorndike talked about something he called “social intelligence”
1940 David Wechsler, one of the father of IQ testing urged that “non-intellective aspects of general intelligence” should be included in any “complete” measurement. Unfortunately these factors were not included in Wechsler’s IQ tests
1948 R.W. Leeper promoted the idea of “emotional thought”. But few psychologists or educators pursued this line of questioning until more than 30 years later

Howard Gardner of Harvard University wrote about the possibility of “multiple intelligences”

By this time Reuven Bar-On was active in the field and had contributed the phrase “emotional quotient” or EQ.

1990 John (Jack) Mayer of University of New Hampshire and Pter Salovey of Yale University defined the term “emotional intelligence”. They expanded the concept of Professor Gardner. Since then they have developed an alternative test of emotional intelligence together with their colleague David Caruso, called Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT).
1997 Steven Stein and his colleagues started to develop the Emotional Quotent Inventory (EQ-i)
since then These tests and some others have generated a considerable amount of research over the past years and have proven the evidence and effect of Emotional Intelligence to predict performance and potential of managers and especially leaders.

(slightly adapted from: Steven Stein and Howard E. Book: The EQ Edge: emotional intelligence and your success, 3rd Edition)

What are the Building Blocks of EQ?

Reuven Bar-On originally developed a model that captured emotional intelligence by dividing it into 5 general areas and 15 subsections.

Based on updated research and the latest theories on emotional intelligence, the MHS team has created the new EQ-i 2.0

What is the EQ-i 2.0 modell?

The EQ-i 2.0 measures the interaction between a person and the environment he/she operates in.

It identifies development potentials and provides individual strategies & actions to use personally and on the job.

Self Perception concerns your ability to know and manage yourself
Self Expression the way you face the world and other people
Interpersonal your “people skills” – your ability to interact and get along with others
Decision Making your ability to use your emotions in the best way to help you solve problems and make optimal choices
Stress Management your ability to be flexible, tolerate stress and optimistic

Emotionale Intelligenz ist messbar.
Wollen Sie mehr über die Ergebnisberichte von EQ-i 2.0 erfahren?

Effects on Leadership Role & Perception as a Leader

Effects at Workplace (emotional inside and socially with others)

See strengths and development of a group or team

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