The Role of Emotional Intelligence in the Work Environment

INTRODUCTION: Emotional intelligence (EI) is increasingly recognized as a key factor shaping leadership effectiveness, workplace atmosphere, and employee performance. OBJECTIVES: This paper examines managers’ EI in the workplace and explores whether higher EI (measured by MSCEIT) is associated with more positive subordinate evaluations of leadership and communication skills. METHODS: A standardized MSCEIT test was administered to seven regional managers in a multinational company and complemented by a subordinate survey (n=43) rating managerial behaviours on a five-point Likert scale; data were analysed using descriptive statistics and Pearson correlations within a single-subject research design. RESULTS: MSCEIT results placed most managers in the average to low-average range, while subordinates generally rated managers’ EI-related behaviours as average to above average. Correlations indicated no positive relationship; several EI components showed moderate negative associations with subordinate ratings. CONCLUSION: The divergence between standardized testing and subordinate perceptions suggests that EI assessment in organizations benefits from combining objective and subjective measures. Practical recommendations focus on developing emotion regulation, communication, and consistent managerial behaviour to improve employee satisfaction and performance.