CHOICES AND CHALLENGES IN MEASURING EMOTIONAL INTELLIGENCE IN THE WORKPLACE

This article details the state of the art in measuring emotional intelligence (EI) in workplace settings, with a focus on the needs of practitioners who want to put scientific findings to use. It starts by defining EI as an umbrella construct that consists of a series of related yet distinct facets. Rather than focusing on theoretical models of EI, the article is organized around three measurement models—namely, self-report, ability testing, and observer report—and elaborates trade-offs based on each method’s strengths and weaknesses. Self-reported EI is highly correlated with personality traits such as agreeableness, and it is best conceptualized as confidence and motivation rather than intelligence. Self-reported EI is no more appropriate for hiring and promotion than are self-reported technical skills, but it can be valuable for developmental use, particularly when juxtaposed with other EI measures to highlight gaps in self-awareness that represent blind spots or hidden opportunities. Self-reports are also important for career counseling because self-perceptions and actual abilities can drive decision-making separately. Ability-tested EI shows greater validity for distinguishing EI from personality and other constructs, although ability reports can be more resource-intensive to administer and there are challenges in defining “right answers.” Finally, observer reports are valid and reflect people’s competencies in daily use more than their hypothetical best performance. The article emphasizes the importance of matching the method of measuring EI to the goal for doing so and suggests the value of all three types of measures in combination.