Emotional Intelligence


Daniel Goleman, Ph.D.

    The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, but by how we handle ourselves and each other.     
Daniel Goleman, Ph.D.
Psychologist, and noted expert on emotional intelligence

Emotional and social intelligence makes the difference between a highly effective employee and an average one.

  • Hay Group research shows that emotional intelligence is twice as important as cognitive abilities in predicting outstanding employee performance, and accounts for more than 85 per cent of star performance in top leaders
  • In one client company, divisions managed by leaders with strong emotional intelligence outperformed revenue targets by 20 per cent
  • In another organization the performance of highly emotionally and socially intelligent sales representatives was more than double that of their less effective peers.

These differences are not sector specific. Take healthcare for example, nurses and nurse managers with higher EI scores are responsible for:

  • lower staff turnover
  • higher frequency of professional practice behaviors
  • higher staff, patient and doctor satisfaction.

Studies into the doctor-patient relationship show that doctors’ demonstration of empathy reduces hospital litigation issues (Hay Group nursing leadership studies, 2003 & 2006).

In manufacturing...after supervisors in a manufacturing plant received training in emotional competencies– how to listen better and help employees resolve problems on their own– lost-time accidents were reduced by 50 percent, formal grievances were reduced from 15 to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996).