For almost 20 years, consultants and organizations have trusted the science that underpins the EQ-i 2.0 (and its predecessor the EQ-i) to help improve human performance. Being the first scientifically validated measure of emotional intelligence (EI), coupled with research from premier organizations, means you can count on the EQ-i 2.0 to add robustness and accuracy to your talent management initiatives.
Emotional Intelligence is proven to be a key indicator of human performance and development. People higher in EI communicate effectively, form strong relationships, and create powerful coping strategies. EI can be measured – more accessibly and less controversially than IQ – and unlike IQ, it can be substantially strengthened and developed
Scientific Studies
The Financial World:
“Numerous studies have shown that emotional intelligence can be conclusively linked to workplace success in a variety of sales and financial careers. One of the first studies undertaken took place in Manila, the Philippines, in 1997 and was conducted by Joseph Hee-Woo Jae, then a graduate student at the local university (Jae, 1997). He administered the EQ-i to 100 frontline workers at the Planter’s Bank, the country’s fifth-largest financial institution. They also took a standardized IQ test, and their supervisors carried out and submitted independent work appraisals. When all the results were tabulated, the IQ test results accounted for less than 1 percent of their work appraisal scores, but their EQ scores could be linked to 27 percent of their success.”
Excerpt From
The Student EQ Edge
Our Health:
“A number of studies have looked at the effects that training people to improve their emotional intelligence can have on their health status. One interesting study was carried out in the faculty of medicine and department of psychology at Ondokuz Mayis University in Turkey (Yalcin, Karahan, Ozcelik, & Igde, 2008) The researchers collected data from 184 patients with type 2 diabetes who volunteered to participate in the study. They collected a vast array of information, including health status, psychological well-being, and emotional intelligence.
They selected the 36 patients with the lowest scores on the health status questionnaires. These patients were then randomly assigned to either a treatment group or a control group (with 18 patients in each group). The treatment group went through a 12-week emotional intelligence training. The control group wasn’t part of any special intervention. All of the patients were retested at the end of the program and again three and six months later. Only the group that went through the emotional intelligence training increased in their reported quality of life, well-being, and emotional intelligence.”
Excerpt From
The Student EQ Edge
In Recruiting:
The US Air Force used the EQ-I to select recruiters (the Air Force’s front-line HR personnel) and found that the most successful recruiters scored significantly higher in the emotional intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional Self Awareness. The Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually. These gains resulted in the Government Accounting Office submitting a report to Congress, which led to a request that the Secretary of Defense order all branches of the armed forces to adopt this procedure in recruitment and selection. (The GAO report is titled, "Military Recruiting: The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this information.)
In Leadership:
Center for Creative Leadership
This study was conducted with the world-famous training center (CCL), and it looked at 302 leaders and senior managers, some who were quite successful and others who were struggling. They were tested for emotional intelligence with the EQ-i and were also measured on leadership performance based on feedback from superiors, peers and subordinates. The findings showed that eight emotional intelligence subscales ie: self-awareness, stress tolerance and empathy (to name a few), could predict high leadership performance 80% of the time. This information allowed CCL to better assess leadership potential and determine areas for development within their teams.