B23 – Emotional Intelligence: The emerging key to workplace productivity

Ongoing research has demonstrated that unlike intelligent quotient (IQ), emotional intelligence quotient (EIQ) can be successfully increased with the correct education and instruction. The term emotional intelligence was first coined in 1990 by psychologists Peter Salovey and John Mayer who published their landmark article, “Emotional Intelligence,” in the journal Imagination, Cognition, and Personality. Perhaps more notably the subsequent release in1995 of the critically acclaimed book, Emotional Intelligence: Why It Can Matter More Than IQ by the noted psychologist Daniel Goleman, went on to popularised the EI concept. Through this book Goleman not only introduces EI to the masses but also makes it available by developing a remarkably simply, practical and universally applicable framework that can be used by anyone to model appropriate behaviours around, in or out of the workplace setting.


In the years since, copious amounts of ongoing research has been conducted globally showing the unequivocal benefits of high emotional intelligence in the workplace. Indeed beyond the undeniable benefits inherent in having or developing higher levels of EI, it has now been demonstrated to be the single greatest prognostic indicator of above average performance. Daniel Goleman completed research where he analysed the internal research conducted by some five hundred major corporations that demonstrated for example that across all roles, emotional intelligence is twice as important as intelligence quotient (IQ) and technical skill combined. Interestingly this comparative advantage not only increases as you progress up the ladder to the most senior roles, where it was demonstrated that 85% of the difference between the top performing executives and poor performing equivalent personnel, could be directly attributed to higher levels of emotional intelligence. In another global study by corporate giant Pepsi Co, it was found that if its division heads had six or more of the recognised EI competencies, they would consistently achieve 115- 120% of their financial budgets. Alternatively those division heads with less than average levels of emotional intelligence would consistently achieve around 20% under their required KPI’s, despite having similar backgrounds in terms of qualifications, work experience and technically based skill sets.


This presentation will discuss EI and carefully outline the Goleman framework, whist exploring its’ key components and showing exactly how it can be effectively adapted for use by anyone in any workplace setting. Through it, participants will gain additional insights into their own areas of stress and the consequences of those stresses if left unchecked. Importantly robust, coping mechanisms and strategies will be discussed and outlined to help people identify, understand and be able to better deal with their individual stresses.

Chairperson: Louisa Fitzgerald, Clinical research consultant, MLCR