This is an article from Harvard Business Review about Evaluating Emotional Intelligence (EI) the idea in practice.
Understanding Emotional Intelligence (EI) Components:
EI Component: Self-awareness
Definition: Knowing one’s emotions, strengths, weaknesses, drives, values, and goals–and their impact on others.
Hallmarks: Self-confidence, Realistic self-assignment, Self-deprecating sense of humor, and Thirst for constructive criticism.
Example: A manager knows tight deadlines bring out the worst in him. So he plans his time to get work done well in advance.
EI Component: Self-regulation
Definition: Controlling or redirecting disruptive emotions and impulses.
Hallmarks: Trustworthiness, Integrity, and Comfort with ambiguity and change.
Example: When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them.
EI Component: Motivation
Definition: Being driven to achieve for the sake of achievement.
Hallmarks: A passion for the work itself and for new challenges, Unflagging energy to improve, and Optimism in the face of failure.
Example: A portfolio manager at an investment company sees his fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, she decides to learn from the experience–and engineers a turnaround.
EI Component: Empathy
Definition: Considering others’ feeling, especially when making decisions.
Hallmarks: Expertise in attracting and retaining talent, Ability to develop others, and Sensitivity to cross-cultural differences.
Example: An American consultant and her team pitch a project to a potential client in Japan. Her team interprets the client’s silence as disapproval, and prepares to leave. The consultant reads the client’s body language and senses interest. She continues the meeting, and her team gets the job.
EI Component: Social Skill
Definition: Managing relationships to move people in desired directions.
Hallmarks: Effectiveness in leading change, Persuasiveness, Extensive networking, and Expertise in building and leading teams.
Example: A manager wants his company to adopt a better internet strategy. He finds kindred spirits and assembles a de facto team to create a prototype Web site. He persuades allies in other divisions to fund the company’s participation in a relevant convention. His company forms an internet division–and puts him in charge of it.