EQ – unseen force behind team success

WE'VE been talking about emotional intelligence (EQ) for a long time.

- ANJA VAN BEEK

It’s a common feature in leadership books, is unpacked in webinars and workshops, and discussed on countless podcasts and panels.

According to Harvard Business School, EQ is the ability to understand and manage your emotions, as well as recognise and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey, but was later popularised by psychologist Daniel Goleman.

Emotional intelligence

More than a decade ago, Goleman highlighted the importance of emotional intelligence in leadership. “The most effective leaders are all alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but ... they are the entry-level requirements for executive positions.”

In fact, EQ has been a central theme in leadership development programmes for years. Most managers have heard of it, many can define it and some may even list it as a personal strength. And yet despite all this awareness, many teams still struggle. Managers are under pressure, employees are disengaged, and collaboration often feels more like survival than synergy. The question is why? The answer is not that EQ doesn’t matter; it’s that it hasn’t been fully embedded in how we lead.