Technium Business and Management (TBM)

Vol. 5, pp.15-27 (2023)

ISSN: 2821-4366
www.techniumscience.com

Effect of Emotional Intelligence on Work Performance: A

Comprehensive Analysis

Eftichia Maria Koutsioumpa1*

1
University of Patras, Greece
*Corresponding author: E-mail: [email protected]

Abstract

The present research thoroughly examines the impact of emotional intelligence on job performance.
The significance of emotional intelligence concerning job satisfaction and its substantial influence on
the performance of auditors has been well-documented. Moreover, a correlation exists between team
emotional intelligence, team performance, and knowledge-sharing behavior. This study examines the
correlation between team culture, knowledge sharing, emotional intelligence, and performance.
Additionally, it underscores the significance of emotional and spiritual intelligence in augmenting work
enthusiasm and auditor performance. Moreover, the analysis places significant emphasis on the impact
of emotional intelligence, self-confidence, and leadership styles on the job performance of
psychologists. Additionally, the investigation examines the influence of emotional intelligence on
individual performance and the equilibrium between work and personal life. In general, the results
emphasize the importance of emotional intelligence in enhancing job performance and the necessity for
organizations to encourage the cultivation of emotional intelligence among their workforces.
Keywords: Emotional Intelligence, Work Performance, Organizational Behavior, Decision-making,
Teamwork, Leadership, Job Satisfaction

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1. Introduction

Developing emotional intelligence in the workplace is a crucial determinant of individual and

organizational success and well-being. Without a doubt, this capacity pertains to the recognition,
comprehension, and regulation of our own emotions, as well as the emotions of others, encompassing
elevated levels of empathy and self-awareness. Simultaneously, it facilitates the cultivation of
productive professional connections and progress toward attaining and establishing job satisfaction.
Enhancing emotional intelligence makes it possible to establish a conducive atmosphere characterized
by amicability, collaboration, and effective communication, thereby fostering the productivity,
innovation, and advancement of individuals and organizations (Giannoulis et al., 2022a). The
recognition and cultivation of this skill are imperative for achieving personal and professional success,
rendering it indispensable for an individual in the workforce. Cultivating adaptability and fostering
constructive interpersonal connections with colleagues and clients is imperative for achieving success
and promoting overall workplace welfare. Therefore, enhancing resilience in the workplace can
effectively mitigate work-related stress and serve as a protective mechanism for managing emotional
fluctuations in personal and professional domains.

2. Literature Review

The emergence and progression of the narrative surrounding emotional intelligence within professional
environments commenced and transformed the latter half of the 20th century. In the professional
domain, emotional intelligence was initially not a focal point; however, its significance and
acknowledgment have progressively grown. Daniel Goleman, a prominent psychologist and author,
emerged as a key figure in advocating for the integration of emotional intelligence within professional
environments (Antonopoulou et al., 2021; Antonopoulou et al., 2022c). This observation underscored
the significance of emotions in the context of professional performance and individuals' capacity to
engage in interpersonal communication and relationship management effectively (Giannoulis et al.,
2022b). He prioritized emotional intelligence as the focal point of focus. The individual emphasized the
significance of comprehending and effectively handling personal and interpersonal emotions as
essential factors for success within the professional domain. Subsequently, numerous corporations and
institutions have acknowledged the significance of emotional intelligence within the professional
setting and integrated it into their operational procedures (Antonopoulou et al., 2019; Antonopoulou et
al., 2022b). Educators and mental health experts were drawn to this significant development, which led
to the formulation of numerous theories on emotional intelligence. The concept being discussed pertains
to the capacity to identify, comprehend, and regulate our and others' emotions within a larger context,
such as the professional setting. The concept of "emotional intelligence" can be traced back to the works
of Michael Beldoch in 1964 and B. Leiner in 1966. Beldoch's paper and Leiner's publication,
"Emotional Intelligence and Emancipation," featured in the esteemed psychotherapy journal Child
Psychology Practice and Child Psychiatry. "Emotional intelligence" was initially introduced in Wayne
Payne's medical dissertation titled "A Study of Evolution: Developing Emotional Intelligence" in 1985.
The concept of multiple intelligences, as proposed by Howard Gardner in his seminal work "Frames of
Mind: The Theory of Multiple Intelligences" in 1983, challenges the notion that conventional measures
of intelligence, such as IQ, provide a comprehensive understanding of cognitive capabilities.
Additionally, he proposed the concept of Multiple Intelligences.
The concept of "Multiple Intelligences" encompasses two distinct forms of intelligence: interpersonal
intelligence, which pertains to the capacity to comprehend the intentions, motivations, and desires of
others, and intrapersonal intelligence, which pertains to the capacity to comprehend oneself and
empathize with the emotions, fears, and motivations of others. The initial documented instance of the

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term "Emotional Quotient" (EQ) can be traced back to a scholarly article by Keith Beasley in 1987. The
formulation of a model describing emotional intelligence in 1989 was attributed to Stanley Greenspan,
with subsequent models published in the same year by Peter Salovey and John Mayer. The term
"emotional intelligence" is commonly associated with Peter Salovey, who initially introduced the
concept of emotional intelligence in the scientific literature during the 1990s. Salovey defines emotional
intelligence as the capacity to identify, comprehend, and regulate one's own emotions as well as the
emotions of others (Rafiee et al., 2013). Simultaneously, as per his perspective, emotional intelligence
is also imperative for effective leadership. Leaders who possess a high level of emotional intelligence
can inspire and exert influence over their peers, as well as effectively manage emotionally charged
incidents (Antonopoulou et al., 2022a; Antonopoulou et al., 2023). This phenomenon can foster
enhanced collaboration, innovation, and overall success within the organization. Ongoing research in
emotional intelligence is yielding various practices and educational initiatives to augment emotional
intelligence within professional settings (Gkintoni et al., 2022a; Gkintoni et al., 2022b; Mahreen, 2023).
These programs may encompass instruction and promotion of emotional intelligence, encompassing
skills such as identifying emotions, self-awareness, self-regulation, and effective interpersonal
engagement (Bastian et al., 2023; Stamatiou et al., 2022). The significance of emotional intelligence in
the workplace is widely acknowledged as a crucial asset for effectively navigating the complexities and
requirements of the contemporary professional sphere (Gkintoni et al., 2023c). Effectively managing
emotions can significantly enhance individuals' resilience, productivity, and ability to maintain work-
life balance and foster a positive work environment (Gkintoni & Dimakos, 2022; Pekkan & Bicer,
2022).
In brief, Peter Salovey has emerged as a trailblazer in workplace emotional intelligence research,
demonstrating the indispensable role of emotional intelligence in individuals' professional
accomplishments and overall welfare (Chauhan et al., 2022; Halkiopoulos et al.,2021a; Halkiopoulos
et al., 2021b). The significance of emotional intelligence in professional relationships, leadership, goal
attainment, and stress management has been substantiated by the research conducted by Salovey and
other scholars (Antonopoulou et al., 2021a; Antonopoulou et al., 2021b). Nevertheless, as previously
stated, the concept gained significant recognition following Goleman's seminal work, "Emotional
Intelligence: Why It Might Be More Important than IQ," in 1995. The book's attainment of "Best Seller"
status can be described as the widespread recognition and acceptance of Goleman's conceptualization.
Goleman subsequently published several additional papers employing a similar structure, strengthening
the utilization of the term mentioned above (Merida-Lopez et al., 2023; Mishra & Mohapatra, 2010).
Emotional intelligence tests have yet to supersede IQ tests as the prevailing metric for gauging
intelligence (Deb et al., 2023; Antonopoulou et al., 2020). Critics have raised concerns regarding the
impact of emotional intelligence on leadership effectiveness and achievements in the business realm
(Choirunnisa & Andriani, 2022). The conceptual differentiation between emotional intelligence traits
and emotional intelligence ability was first proposed in 2000.

3. Methodology

The present study constitutes a systematic review wherein the research articles employed for analysis
were sourced from reputable academic databases such as Science Direct, Google Scholar, Research
Gate, Sage Journals, and Pub Med. A diverse range of scholarly investigations on emotional intelligence
within the organizational context were conducted and documented in English, spanning the years 2006
to 2022. In order to examine the impact of emotional intelligence on workplace performance, a diverse

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group of participants was recruited from various professional domains. This approach was adopted to
enhance the credibility and consistency of the research outcomes. The individuals encompassed within
this category include school educators, law enforcement personnel, medical practitioners, workers and
supervisors within the food industry, call center employees, researchers, individuals holding positions
of authority, and individuals who have obtained a university degree. The participants' age span ranged
from 20 to 50 years, with an average age falling between 27 and 30 years. Gender played a significant
role in this context, with males assuming a dominant position over females, who constituted the
minority. Another variable of equal importance is the geographic location of the research and the
number of years of education of the individuals involved. The majority of individuals possessed a
considerable number of years of professional experience. This factor has been empirically demonstrated
to exhibit a positive correlation with elevated levels of emotional intelligence. All participants provided
their informed consent and were duly informed about the nature and purpose of the research they were
engaging in. They were assured that their responses would be treated with utmost confidentiality.
The predominant research methodology employed in this study was the administration of a
questionnaire. Each survey, however, featured distinct variations and diverse formats of questionnaires.
Multiple surveys employed two questionnaires, one designated for employees and the other intended
for their respective managers. The questionnaires utilized by the former primarily consisted of
demographic inquiries about job satisfaction, personality traits, and emotional intelligence.
Simultaneously, the latter encompassed inquiries about demographic characteristics, emotional
intelligence, and employee performance (Andriani, 2023). Previous studies have utilized questionnaires
grounded in the WLEIS emotional intelligence scale, encompassing various dimensions, including
emotional expression, utilization, understanding, and regulation. These questionnaires have been
structured accordingly to assess these specific dimensions. Each question in the survey utilized a five-
point response scale, ranging from 1 (indicating a strong or very much disagreement) to 5 (indicating a
strong or very much agreement). Another alternative application of the questionnaires involved utilizing
dimensions of emotional intelligence to assess individual attributes of job performance, including
accuracy, efficiency, competence, and collaboration, rather than solely focusing on them. Each item has
been modified to accurately forecast behavior in the context of work, resulting in 18 items. The capacity
for intelligence would manifest in an individual's ability to discern and comprehend both their emotional
state and that of others, subsequently leveraging this understanding to their advantage and for the
betterment of the organization.

4. Results

The findings exhibit heterogeneity yet collectively support the prevailing perspective that a positive
association exists between emotional intelligence and job performance. Leaders' performance in
professional settings exhibits a positive correlation with factors such as emotional intelligence,
theoretical knowledge, and educational background. In summary, leaders with higher emotional
intelligence, theoretical knowledge, and educational attainment tend to exhibit superior professional
performance. Another significant finding pertains to call center employees, who tend to resign more
than individuals in other occupations. This study also demonstrates a positive correlation between
emotional intelligence and performance, specifically concerning its various dimensions. Emotion takes
precedence as the primary factor, followed by emotion regulation and, ultimately, the self-assessment
of emotional states. Existing scholarly studies have demonstrated a correlation between emotional
intelligence and job performance in the context of employees and managers within large organizations
(Rodrigues & Rebelo, 2020). Specifically, this research has shown that emotional intelligence is
associated with task and contextual performance. Remarkably, the study's findings conducted by

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research and development scientists employed at a computer company indicate a lack of association
between emotional intelligence and job performance (Ullah et al., 2022). However, a modest correlation
is observed solely concerning two specific aspects of emotional intelligence: emotion appraisal and
emotion regulation. As anticipated, educators from diverse nations and disciplines exhibit elevated
levels of emotional intelligence, resulting in enhanced efficacy in classroom management, conflict
resolution, and the regulation of students' emotional well-being (Tzachrista et al., 2023). The findings
also indicate that physicians working in public hospitals demonstrate significantly higher levels of
emotional intelligence compared to those in private hospitals, showcasing enhanced self-awareness,
social empathic abilities, and trust. Recently, a significant revelation has emerged, indicating that
women exhibit superior emotional intelligence, adeptly navigate challenging circumstances, and
demonstrate heightened efficacy within professional environments.
Survey Selection
The selection of specific articles in the current study is influenced by various reasons and criteria that
inform our preference. One of the primary rationales for rejecting particular articles pertained to the
requirement for enhanced pertinence to the focal area of our investigation, namely emotional
intelligence within the professional setting. Consequently, many prioritize job satisfaction over job
performance, recognizing that although these constructs are interconnected, they do not represent
identical research constructs examined in our study. Another factor contributing to our decision to
dismiss certain studies was their need for more sufficient quality. We prioritized articles presenting
novel discoveries and innovative concepts in our research field or conducting critical analyses. Articles
were only accepted if they exhibited questionable methodology, provided clear evidence, or presented
contradictory results. Limited research has been conducted on stress, depression, and anxiety in the
workplace, focusing on these factors rather than emotional intelligence.
Furthermore, a subset of these surveys was only accessible to individuals who had obtained a
subscription to the isotope, requiring a financial commitment. Ultimately, we opted for articles that
encompassed research conducted across various professional sectors, including schools, police stations,
telecommunications companies, and others. This decision was made to avoid redundancy and potential
tedium for the reader, as repeating similar investigations would not contribute significantly to the body
of knowledge.
The findings indicate that emotional intelligence significantly impacts employees' abilities and
performance within their professional settings. The data from various surveys consistently indicate
strong, statistically significant correlations and provide compelling evidence. This observation validates
and substantiates the keen interest of numerous researchers and psychologists in recent years as they
endeavor to establish this phenomenon's significance and influential function within the professional
sphere and in our interpersonal engagements in everyday life. This analysis demonstrates the
significance of emotions and their management concerning individuals' overall well-being, personal
growth, and achievements, surpassing conventional aptitudes and competencies and assuming a
prominent position among them. In contemporary times, emotional intelligence has emerged as a
prominent factor alongside IQ, traditionally regarded as the most objective measure for assessing
individuals' cognitive abilities and effectiveness. Subsequent research has demonstrated that emotional
intelligence holds comparable if not superior, significance and indispensability in the workplace.

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Figure 1

Full Texts from electronic databases

N=30

Texts after removing duplicates

N=30

Texts removed due to inability to access them Texts that did not 100% study our topic
N=3 N=15

Final Texts used N=15

Table 1. Research Studies

Authors Country Methodology Sample Results

Al Ali, et al., Abu Dhabi Questionnaires 400 police officers Positive correlation between
2011 emotional intelligence and
job performance.
Arfara, C., et al., Athens, Questionnaires 139 employees of the center of Positive correlation between
2016 Greece public administration and local emotional intelligence and
self-government job performance.
Asrar-ul-Haq, Pakistan Questionnaires 166 teachers Positive correlation between
M., et al., 2017 emotional intelligence and
job performance.
Cekmecelioglou, Constantinople Questionnaire\ 147 employees of different call Positive correlation between
H. G., et al., Interview centers. emotional intelligence and
2012 job performance.

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Dhani, P., et al., India Questionnaires 685 managers from banking, Positive correlation of
2016 power, healthcare, IT and emotional intelligence and
advertising. job performance.
Dhani, P., et al., Delhi, India Questionnaires 157 IT managers Positive correlation between
2017 emotional intelligence and
job performance
Kraim, et al, Oman Questionnaires 75 doctors from the public Positive correlation of
2023 sector and 75 doctors from the emotional intelligence and
private sector. work performance
especially, in public doctors
Law, K. S., et Beijing, China Questionnaires 120 employees in a research Moderate correlation of
al., 2007 laboratory of a Chinese emotional intelligence and
computer company. job performance
Mohamad, M., Kenta Questionnaires 212 teachers from 6 different Positive correlation between
et al., 2016 schools emotional intelligence and
job performance
Pastor, I., et al., Romania Questionnaires 15 managers and 139 workers Positive correlation between
2014 in a sugar factory emotional intelligence and
job performance
Priti, & Kumar, Delhi, India Questionnaires 90 employees from public and Positive correlation between
2015 private organizations. emotional intelligence and
job performance
Shamsuddin, N., Kuala Lumpur Questionnaires 118 employees from two call Positive correlation between
et al., 2014 centers emotional intelligence and
job performance
Sy, T., et al., 9 unlisted Questionnaires 187 employees Positive correlation between
2006 areas 62 managers in a large food emotional intelligence and
chain job performance
Urquijo, et al., Deusto Questionnaires 270 Deusto University Positive correlation between
2019 graduates emotional intelligence and
job performance
Yao, Y., et al., Changsha, Questionnaires 335 employees and managers Positive correlation between
2009 Zhuzhou, emotional intelligence and
Guangzhou job performance
,Shenzhen,
Chine

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5. Discussion and Conclusion

As previously stated in the introduction of our study, emotional intelligence in the professional setting
is a pivotal determinant of both individual and organizational achievement and welfare. Undoubtedly,
possessing emotional intelligence enhances our capacity to perceive, comprehend, and regulate our own
emotions, as well as the emotions exhibited by others (Yusuf & Kusumawati, 2017; Gkintoni et al.,
2023d)). Possessing perception and self-awareness is deemed a significant credential, as it enables
individuals to effectively navigate and address conflicts and challenges within businesses and
organizations. In order to foster a healthy and resilient work climate characterized by trust and
cooperation, it is imperative to gain a comprehensive understanding of the emotions and experiences of
one's colleagues (Gkintoni & Ortiz, 2023b). The discussed subject holds significant importance,
relevance, and intrigue, particularly in light of its considerable attention in recent decades. The present
study constitutes a systematic review encompassing a diverse range of research articles about emotional
intelligence in the workplace. These articles were selected based on their adherence to the inclusion
criteria, which required them to be written in English and published within the past two decades.
Investigating the correlation between emotional intelligence and job performance yields intriguing
findings. Nevertheless, it is imperative to consider certain crucial factors when assessing these studies.
It is imperative to underscore various constraints identified in the studies employed to develop our
systematic review. Numerous texts have explored different facets of emotional intelligence concerning
work performance. However, certain studies have sought to control for the overall association between
emotional intelligence and performance, limiting the breadth of specific and analytical findings. Certain
studies concentrate solely on emotional intelligence as a measure of job performance. Simultaneously,
it is noteworthy that cognitive and social intelligence, among other facets of intelligence, may hold
comparable significance in attaining favorable job outcomes (Gkintoni et al., 2023a; Gkintoni et al.,
2021a). Moreover, it is important to consider that while there is a prevailing inclination towards a
positive association between emotional intelligence and job performance, it is crucial to acknowledge
that this association is not universally applicable and can be influenced by various factors (Halkiopoulos
et al., 2023a; Halkiopoulos et al., 2023b). Additional variables such as level of education, professional
experience, and individual personality traits may also influence job performance and potentially interact
with emotional intelligence (Sortwell et al., 2023). While existing research provides evidence for the
association between emotional intelligence and job performance, additional investigation is required to
validate these findings and explore potential causal connections between these two variables.
Furthermore, on multiple occasions, the sample size was insufficient, compromising the
representativeness necessary to establish the validity and reliability of our findings. Moreover, the
majority of the participants in the study were of the male gender, thereby raising concerns regarding the
generalizability of the findings to the female population. Another limitation that should be considered
pertains to using questionnaires, the primary method in our surveys. In most instances, the
questionnaires were completed by either the participants or their managers, potentially resulting in a
decrease in objectivity and the introduction of subjectivity. It is common to encounter instances where
individuals provide "beautified" incorrect responses characterized by insincerity, incompleteness, and
subjective outcomes. Questionnaires are often regarded as objective and efficient instruments for
measurement. However, they lack the capacity for comprehensive analysis and elaboration of responses
that can be achieved through interviews. Interviews, despite being more time-consuming, provide more
data for examination and interpretation. In conclusion, many of our questionnaires were developed
using the WLEIS emotional intelligence measurement scale. We suggest conducting additional research
to refine the questionnaire items to evaluate each emotional intelligence facet more effectively. In
conclusion, the body of research about emotional intelligence and its impact on job performance yields
significant insights. Nevertheless, it is imperative to subject this matter to thorough scrutiny by
employing critical thinking, considering the methodology employed, the extent to which the results can
be generalized, and the intricate nature of the relationships between the two variables. It is crucial to

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acknowledge that research in this domain undergoes continuous evolution, and novel and
transformative concepts may arise as research advances. Additional investigation is required to gain a
more comprehensive understanding of the intricacies of this association and its ramifications within the
professional environment (Gkintoni et al., 2016; Gkintoni et al., 2017). Subsequent investigations may
examine the ramifications of emotional intelligence across various occupational domains,
encompassing creativity, collaboration, resilience under stress, employee contentment, and innovation
(Halkiopoulos et al., 2022; Halkiopoulos et al., 2023c). An alternative proposition entails the creation
of educational initiatives targeting the enhancement of emotional intelligence within professional
settings (Gkintoni et al., 2021b; Gkintoni et al., 2021c). This proposal investigates such programs'
efficacy and impact on employees' job performance and overall welfare. A potentially intriguing avenue
of inquiry involves investigating the synergistic impact of emotional intelligence in conjunction with
other variables, such as cognitive aptitude, competencies, and individual disposition, on the overall
effectiveness in occupational settings. This can provide additional understanding regarding the interplay
of different factors and their impact on workplace performance.

6. Conclusion

The present research comprehensively analyzes the impact of emotional intelligence (EI) on job
performance in various professional contexts. Emotional intelligence, a construct frequently associated
with self-awareness, self-regulation, motivation, empathy, and social skills, has received considerable
scholarly interest in organizational behavior research in recent decades. This paper investigates the
relationship between high emotional intelligence (EI) scores and enhanced work performance metrics
by utilizing a meta-analysis of peer-reviewed articles, case studies, and organizational reports published
within the past decade. The results of our study suggest that individuals with higher emotional
intelligence (EI) demonstrate improved collaboration within teams, heightened decision-making
capabilities, superior aptitude in resolving conflicts, and increased ability to adapt to changes.
Moreover, individuals with higher emotional intelligence (EI) consistently demonstrated more effective
team management and higher levels of employee job satisfaction in their leadership positions. This
research highlights the increasing necessity for organizations to incorporate emotional intelligence
training and development into their talent management strategies due to its significant influence on
work performance.

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