Leading with Emotional Intelligence: Hands-On ... - always yours

INTRODUCTION 11
the Emotional Quotient Inventory (EQi) than “regular” managers.
They had high scores in specific subscales that included Assertiveness,
Independence, Optimism, Flexibility, and Social Responsibility.
Many of the EQi competencies correlate with the model
presented here and the EI Star Profi le used as a self-assessment in
this book. 11
The Yale EI group, in a study conducted in 2006 with 44 analysts
and clerical employees from the fi nance department of a Fortune
400 insurance company, found that emotionally intelligent individuals
received greater merit increases and held higher company
rank than their counterparts. They also received better peer and
supervisor ratings than their counterparts on interpersonal facilitation
and stress tolerance. In the study, the Yale EI group used the
MSCEIT self-assessment and the EQi 360-degree feedback, plus
company indicators of work performance. 12
Steve Stein, in a study of 76 CEOs in 2002, found the CEOs had
higher than average scores on Independence, Assertiveness, Optimism,
Self-Regard, and Self-Actualization using the EQi. 13
TalentSmart, an EI consultancy that uses a modification of the
Goleman, Boyatzis, and Hay Group model, has given over 500,000
EI surveys. Travis Bradberry and Jean Greaves report the following
fi ndings in their 2009 book Emotional Intelligence 2.0:
1. EI scores had gone up from 2003 till 2007 and then went down
in the hard times of 2008.
2. There was little difference in EI scores between the genders.
3. Of males who ranked in the top 15% in decision-making, 70%
also scored the highest in Emotional Intelligence skills. Bradberry
and Greaves point out that “paying attention to your
emotions is the most logical way to make good decisions.”
4. Middle managers had the highest EQ scores; for titles of directors
and above the scores went down, with CEOs having the
lowest EQ scores. The authors assume this may be because