5 Key Emotional Intelligence Skills

Emotional Intelligence

5 Key Emotional Intelligence Skills
See also: Understanding Others

Many of us are aware of IQ (Intelligence Quotient). Designed to measure intellectual intelligence, it gives a score from a series of tests.

Higher IQs indicate better cognitive abilities, or the ability to learn and understand.

People with higher IQs are more ly to do well academically without exerting the same amount of mental effort as those with lower IQ scores.

A logical assumption, therefore, is that people with higher IQs will be more successful at work and through life. This assumption has been proven incorrect – there is more to success than simply being ‘clever’.

Emotional Intelligence (EI or sometimes EQ – Emotional Quotient) is a more modern concept and was only fully developed in the mid-1990s, by Daniel Goleman, among others.

Emotional Intelligence: A Definition

Emotional Intelligence is the measure of an individual’s abilities to recognise and manage their emotions, and the emotions of other people, both individually and in groups.

Benefits of Higher Emotional Intelligence

  • People with higher emotional intelligence find it easier to form and maintain interpersonal relationships and to ‘fit in’ to group situations.
  • People with higher emotional intelligence are also better at understanding their own psychological state, which can include managing stress effectively and being less ly to suffer from depression.

There is no correlation between IQ and EI scores

In other words, academic aptitude (IQ) has no connection with how people understand and deal with their emotions and the emotions of others (EI). This makes perfect sense: we’ve all met very clever people who nonetheless had no idea about how to deal with people, and the reverse.

Some people have high IQs and low emotional intelligence and vice versa, while some people score highly on both and some do not.

IQ and emotional intelligence attempt to measure different forms of human intelligence; along with personality, these measures make up an individual’s psyche.

Emotional intelligence is the one part of the human psyche that we can develop and improve by learning and practising new skills.

 You can learn more about these skills from the many pages here at SkillsYouNeed.

IQ and personality are more static measures and ly to stay reasonably constant throughout life (although you can develop your ability to complete IQ tests very successfully).

For more about personality types, you may be interested in our pages on Myers-Briggs Type Indicators (MBTI) and MBTI in Practice.

You can find many different tests to help you measure your IQ, EI and personality online and in books. Emotional intelligence tests require that the person taking the test answers questions honestly and it is therefore a lot easier to ‘cheat’ at an EI test than it is an IQ test.

Ultimately emotional intelligence can only be measured by how an individual progresses through life — developing meaningful relationships with others, their interpersonal skills and understanding, their ability to manage their own emotions, and their personal skills.

Why not try our Interpersonal Skills Self-Assessment which includes a section on emotional intelligence.

Daniel Goleman divided Emotional Intelligence into ‘Personal’ and ‘Social’ competences, which broadly split between personal and interpersonal skills on SkillsYouNeed. Within each of these sections are a range of skills which are the elements of emotional intelligence.

Personal Skills or CompetencesSocial Skills or Competences
How we manage ourselvesHow we handle relationships with others
  • Self-awareness
    • Emotional awareness
    • Accurate self-assessment
    • Self-confidence
  • Self-regulation
    • Self-control
    • Trustworthiness
    • Conscientiousness
    • Adaptability
    • Innovation
  • Motivation
    • Achievement drive
    • Commitment
    • Initiative
    • Optimism
  • Empathy
    • Understanding others
    • Developing others
    • Service orientation
    • Leveraging diversity
    • Political awareness
  • Social Skills
    • Influence
    • Communication
    • Conflict management
    • Leadership
    • Change catalyst
    • Building bonds
    • Collaboration and cooperation
    • Team capabilities
‘Working with Emotional Intelligence’ Daniel Goleman.

Personal Skills or Competences

There are three areas of personal skills or competences in emotional intelligence.

1. Self-awareness

Self-awareness encompasses:

  • Emotional awareness
  • Accurate self-assessment
  • Self-confidence

Self-awareness is the skill of being aware of and understanding your emotions as they occur and as they evolve. It is wrong to think of emotions as either positive or negative. Instead, you should think of them as appropriate or inappropriate.

For example, anger is usually associated with being a negative emotion.  However, it can be a completely reasonable and appropriate emotion in certain circumstances – emotional intelligence allows us to recognise our anger and understand why this emotion has occurred.

Effective self-assessment of feelings and emotions will help to improve your confidence and self-esteem.

See our pages on Self-Awareness and Confidence for more.

2. Self-regulation or Self-management

Self-regulation includes:

  • Self-control
  • Trustworthiness
  • Conscientiousness
  • Adaptability
  • Innovation

Having learned to be aware of your emotions, the skill of self-regulation relates to managing them appropriately and proportionately.

Self-management skills relate to the emotions you are feeling at any given time or in any given circumstance and how well you manage them. Self-control is a fundamental part of this, but other aspects relate to what you then do: whether you behave in a way which is recognised as ‘good’ or ‘virtuous’ or not.

See our page on Self-Regulation for more.


The final personal skills aspect of emotional intelligence is Motivation.

Self-motivation includes our personal drive to improve and achieve, commitment to our goals, initiative, or readiness to act on opportunities, and optimism and resilience.

Self-motivation and personal time management are key skills in this area.  Do not make unreasonable demands on yourself, learn to be assertive rather than just saying, ‘Yes’ to the demands of others.

See our pages on Self-Motivation and Time Management for guidance and best practice.

Social or Interpersonal Skills or Competences

Interpersonal skills are the skills we use to interact with other people. They enable us to communicate appropriately and build stronger, more meaningful relationships. Emotional intelligence includes how we understand others and their emotions, and our actions and behaviours towards them.

There are two key aspects.

1. Empathy

Empathy is an awareness of the needs and feelings of others both individually and in groups, and being able to see things from the point of view of others.

Empathy helps us to develop a stronger understanding of other people’s situations.

It includes understanding others, developing others, having a service orientation, leveraging diversity, and political awareness.

Empathy can often be difficult to achieve. Learn to listen effectively to both the verbal and non-verbal messages of others, including body movements, gestures and physical signs of emotion.

  Use questions to find out more about other people and what they are feeling, and feedback to clarify that you have correctly understood their feelings.

Acknowledge and respect the feelings of others even if you disagree, and avoid making comments or statements that are judgemental, belittling, rejecting or undermining.

See our page on Empathy for more.

2. Social Skills

Social skills encompasses a wide range of relationship and interpersonal skills. These range from leadership through to influencing and persuading, and managing conflict, as well as working in a team.

The term ‘social skills’ covers a wide variety of skills and competencies, many of which are rooted in self-esteem and personal confidence.  By developing your social skills, being easy to talk to, being a good listener, being sharing and trustworthy, you also become more charismatic and attractive to others.

This in turn improves self-esteem and confidence which makes it easier for positive personal dialogue and a greater understanding and acceptance of your own emotions.

See our page on Social Skills in Emotional Intelligence for more.

Further Reading from Skills You Need

Understanding and Developing Emotional Intelligence

Learn more about emotional intelligence and how to effectively manage personal relationships at home, at work and socially.

Our eBooks are ideal for anyone who wants to learn about or develop their interpersonal skills and are full of easy-to-follow, practical information.

In Summary

Working on your emotional intelligence could well be the most important aspect of your personal development.

Research has shown that people with higher levels of emotional intelligence enjoy more satisfying and successful careers and relationships. 

If you think about ways to enhance your emotional intelligence, you are ly to become more charismatic, interesting and attractive to others, and you will also give your self-esteem a boost.

SkillsYouNeed has many pages about the ‘soft skills’ that are often overlooked or taken for granted – explore our site to learn more about the skills you need to unlock your hidden potential.

Источник: https://www.skillsyouneed.com/general/emotional-intelligence.html

The 5 Features of Emotional Intelligence

5 Key Emotional Intelligence Skills

Goleman's (1998) popular book, Working with Emotional Intelligence, suggests that emotional intelligence accounts for 67% of the abilities needed to be a successful leader and is twice as important as technical proficiency or IQ. This research has subsequently been supported by a number of studies.

In this article, we summarise the key 5 elements of emotional intelligence, the benefits of each and how to improve them.

What is emotional intelligence

Emotional intelligence (EQ) is the ability to identify and manage your emotions, as well as other people's emotions.

If you're emotionally intelligent you have the ability to:

  • Identify what you're feeling
  • Know how to interpret your emotions
  • Understand how your emotions can impact others
  • Regulate your own emotions
  • Manage other people's emotions

Some people naturally inherit high EQ but it's a skill that you can practice and develop. By practicing emotionally intelligent behaviours your brain will adapt to make these behaviours automatic and replace less helpful behaviours.

The 5 features of emotional intelligence

Daniel Goleman determined that there are five fundamental features of EQ, each with their own benefits:

  1. Self-awareness
  2. Self-regulation
  3. Empathy
  4. Motivation
  5. Social skill

2. Self-regulation

Self-regulation allows you to wisely manage your emotions and impulses — you show or restrain certain emotions depending on what is necessary and beneficial for the situation. For example, rather than shouting at your employees when you're stressed you may decide which tasks can be delegated.


  • Self-regulation helps earn the respect and trust of employees.
  • Useful when adapting to change.
  • Allows you to react rationally.

Improve self-regulation by:

  • Taking responsibility if you have made mistakes. Rather than blaming others admit that you are at fault. You'll feel less guilty and your team will respect you for it.
  • Responding to situations calmly as your communication is more effective when you're in this state and this feeling will spread to others. Breathing techniques, such as controlled breathing, can be useful practice.

3. Empathy

To be empathetic means you are able to identify and understand others' emotions i.e. imagining yourself in someone else's position.


  • Provides you with an understanding of how an individual feels and why they behave in a certain way. As a result, your compassion and your ability to help someone increases because you respond genuinely to concerns.
  • Especially helpful when delivering constructive feedback.
  • Being empathetic shows your team that you care. For example, if a manager reacts angrily after finding out that an employee has been arriving to work late because their child is unwell, the team is ly to react negatively towards the manager. It would be more favourable for the manager to be understanding and agree on a plan of action with the employee, such as, the employee starting work earlier and finishing later.
  • Employees will respect you more and subsequently job performance will improve.

To develop empathy:

  • Imagine yourself in someone else's position. Even if you have not experienced a similar situation, remember a situation where you have felt the same emotion your employee is experiencing.
  • Practice listening to your employees without interrupting them.
  • Observe your employees and try to gauge how they're feeling.
  • Never ignore your employees' emotions, for example, if an employee looks upset don't disregard this — address it.
  • Try to understand first rather than form a judgement. For example, you may initially feel annoyed at an employee who seems cold and disinterested. However, after discovering they suffer from social anxiety you may feel more sympathetic.
  • To communicate your empathy keep your body language open and regulate your voice to show your sincerity.

4. Motivation

Being self-motivated consists of: enjoying what you do, working towards achieving your goals and not being motivated by money or status.


  • Reduces your lihood of procrastinating
  • Increases self-confidence
  • Keeps you motivated even if you face setbacks
  • Makes you focused on achieving your goals
  • Spreads to the team

To increase your motivation:

  • Remember why you're doing your job — maybe think about why you wanted it initially.
  • Set new goals if you lack them.
  • Remain optimistic because to be motivated you must be positive. Even when there is a setback or a challenge identify one positive factor about it.
  • To increase your employees' motivation explain why they are valuable, using example, as this will provide them with a sense of purpose.

5. Social skills

Effective social skills consist of managing relationships in a way that benefits the organisation.


  • Effective social skills helps you to build rapport with your employees and earn their respect and loyalty.
  • Employees will trust you which is especially valuable if unwelcomed decisions have been made, such as a rise in performance targets.
  • When you interact with your employees you can identify the best way to meet their individual needs and identify how their abilities can be used to achieve the organisation's aims.
  • Staff will feel comfortable presenting ideas to you and discussing concerns.

Improve social skills by:

  • Developing your communication skills. Problems can arise if there is bad communication, such as, misunderstandings upsetting employees. Listen to feedback to work out what to target, for example, the manner in which you speak may need work or perhaps your body language.
  • Learning how to provide praise and constructive feedback.
  • Cooperating and working together with your employees because you are all working towards a shared goal.
  • Listening to employees and practicing empathy.
  • Building relationships with your employees will assist you in understanding how to manage each individual.
  • Resolving conflict by looking at the situation from all the viewpoints involved and try to come to a compromise that benefits everyone.

The 5 features of emotional intelligence can all be improved with steps outlined in this article. Start working on these today and notice how you’re able to connect with people at a deeper level.

Источник: https://virtualspeech.com/blog/5-features-emotional-intelligence

Five components of Emotional Intelligence (EI)

5 Key Emotional Intelligence Skills

EMOTIONAL Intelligence (EI), as a psychological theory, was developed in the late 1980s by Peter Salovay and John Mayer. The concept exploded into global awareness with the publication of the book of the same title in 1995 and subsequent similar titles by science journalist and author

Daniel Goleman.

Salovay and Mayer originally described it as: “The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional

and intellectual growth.”

This was subsequently amended and simplified to: “The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions and to regulate emotions to

promote personal growth.”

Reuven Bar-On presented his description of emotional-social intelligence (ESI) in 1988. His model is a cross-section of interrelated emotional and social competencies, skills, and facilitators that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with

daily demands.

There is considerable debate about what, exactly, Emotional Intelligence is with Salovay and Mayer, and Bar- On; Salovay and Mayer originally describing it as meeting the criteria for a new intelligence though they have also described it as an ability model. It has also been described as a trait model and as a combined model. There are psychometric measures for each of these but it is generally accepted that they each measure

different things.

There is also considerable debate about the pros and cons of each model with Salovay and Mayer’s ability model attracting the greatest academic recognition but being criticised for lack of face and predictive validity in the workplace. Goleman’s mixed model is dismissed by some as “Pop Psychology” and Bar-On’s model has been criticised as being too broad and overlapping with both personality and

competency models.

The popularity of the Goleman’s model arises in part from its accessibility and in part from its description of a range of component skills and conscious abilities that are available to be worked on and improved in the real world. Goleman describes five main components to Emotional



This is the ability to recognise and understand personal moods, emotions and drives and the effect of them on both self and others. Self-awareness depends on one’s ability to monitor one’s own emotional state and to correctly identify and name the

emotions being felt.

Developing this ability is essential for realistic self-assessment and builds self-confidence and the ability to take

oneself less seriously.


This is the ability to control or re- direct disruptive emotional impulses and moods. It involves the ability to suspend judgement and delay action to allow time for thought. From a neuroscientific perspective, you can frequently observe this skill, or lack of

it, by watching response times.

If an angry client is in rapid-fire mode responding to what you say in less than about half a second then it is very ly that they are not giving conscious thought to what is being said to them. Those with this ability will frequently demonstrate trustworthiness, integrity, comfort, with ambiguity

and openness to change.

Internal motivation

Frequently seen within veterinary professionals, internal motivation is about working with and for an inner vision of what is important, a curiosity and desire for learning and development, a drive that goes beyond external rewards such as money or


There is often a strong drive to achieve, optimism even in the face of failure and organisational commitment. There are also risks, particularly in the presence of an

undue sense of perfectionism.


This relates to the ability to understand the emotional make-up of others and the skill to treat people according to their emotional reactions. It includes skills in building and maintaining relationships with those we come into contact with on a daily


Though central to a service profession, empathy can tend to be somewhat less well developed in those with an isolated background and an intensive/competitive scientific training. Empathy often does, but does not necessarily, imply compassion; it can be used for both

good and bad.

Social skills

This involves the ability to manage relationships, build networks, find common ground and build rapport. It will often help when leading change, being persuasive, building expertise and getting great performance from


Whilst complex and somewhat uncertain, Emotional Intelligence reflects a central set of competences within what it is to be a veterinary


Education in this area remains basic within the profession but in the increasingly more challenging environment ahead it may make the

difference between success and failure.

If you would to learn more about Emotional Intelligence, e-mail


Источник: https://www.veterinary-practice.com/article/five-components-of-emotional-intelligence-ei

What are the top 5 characteristics of emotional intelligence in good leadership?

5 Key Emotional Intelligence Skills

See how to use the top 5 characteristics of emotional intelligence to increase workplace wellbeing and productivity.

Emotional intelligence in leadership is comprised of empathy, social skills, self-awareness, self-regulation and motivation. These are all teachable soft skills that are the focus of our online leadership and management courses.

In the following article, we explore these top five characteristics of emotional intelligence found in effective leadership.

What does emotional intelligence mean?

With the rise of AI in HR, it’s become more important than ever for leaders to display emotional intelligence (EQ). In the context of business and HR, Emotional Intelligence is the ability to recognise and manage your emotions, as well as the emotions of other people in the workplace.

Why is emotional intelligence important to leaders and managers?

Someone needs to hold it together when the workplace erupts, or when negative emotions simmer just below the surface, creating a toxic working environment. A leader with high Emotional Intelligence can also help to foster a workplace culture that doesn’t become toxic in the first place.

As Chris Underwood’s feature on the vital role of emotional intelligence points out, leaders with high EQ can celebrate team balance and diversity, motivate and influence people as well as make decisions using critical thinking and positively influence strategy.

What are the top 5 characteristics of emotional intelligence in leaders?

According to Daniel Goleman, the psychologist who popularised the term 'emotional intelligence', EQ consists of:

  1. Self-awareness
  2. Self-regulation
  3. Motivation
  4. Empathy
  5. Social skills

3. Motivation

Motivation partly stems from understanding WHAT you want to do and WHY you want to do it. Getting to grips with the ‘why’ part often requires a degree of self-reflection, which is where high Emotional Intelligence comes in.

Motivated leaders have high work standards for themselves and work towards goals in a consistent way. Leaders with high Emotional Intelligence also understand what makes their employees and work colleagues tick, and will be able to incentivise and motivate them to find their own reasons for working to the best of their ability.

Tip to improve motivation as a leader: value optimism

Think of optimism as a constructive response to stress. As champions know, optimism doesn’t just mean ‘thinking happy thoughts’. It means being able to perceive the benefits of a situation, and using that constructive optimism to sustain your commitment to succeed.

4. Empathy

As a leader with empathy, you are able to put yourself in someone else’s shoes. This ability will help you develop people on your team, challenge stereotypes and unfair assumptions, deliver critical feedback wisely and be a good listener when your team need someone responsive in charge to help them navigate difficult situations.

An empathetic leader builds a positive work atmosphere upheld by team loyalty and mutual respect.

Tip to improve empathy as a leader: acknowledge feelings, not just words

You know how it is with body language. Sometimes, how something is said is easily as important as what is said.

The long silences after news is delivered, the sigh an employee tried to hide, or the employee who just looks incredibly tired… these things matter. As an empathetic leader, aim to respond to these non-verbal cues. Address the emotions behind them.

Give the employee the opportunity to express the problem or need they are facing, so that you can work through solutions together.

5. Soft skills

Most of us know a leader we’d describe as being a ‘people person’ or having great social skills. Social skills are about the art of making an emotional connection with communication.

Leaders with good social skills are able to deliver bad news and celebrate good news in a way that makes people feel boundless actionable opportunities for improvement exist. Leaders with high communication skills are also talented at resolving conflicts and managing change in a diplomatic fashion that is in keeping with the sensitive nature of the situation.

When people’s lives will be affected by a decision, leaders with high Emotional Intelligence will demonstrate they respect the needs, fears and hopes of the people involved.

Tip to improve social skills as a leader: resolve conflict with care and communication

You can avoid a toxic environment in the workplace by placing a focus on conflict leadership, not just conflict management. As a leader, you influence others, and how you do that is an important element of your abilities.

To see what we mean, read through the 5 strategies for healthy conflict resolution. These strategies can transform conflict and tension into constructive debate and ethical solutions.

Once you have a solid understanding of workplace emotions – including your own – you can lead a team to increased mindfulness and productivity. Emotional intelligence in leadership isn’t a ‘soft option’. It can be the key to success!

Источник: https://www.futuretalentlearning.com/en/future-talent-learning-blog/what-are-the-top-5-characteristics-of-emotional-intelligence-in-good-leadership

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