Emotional Intelligence is the Key to Remote Leadership–Here’s Why.

From a 2022 study by the University of Toledo.

What is it that makes some leaders so confident? We’ve all met at least one—they’re steady, put-together, and self-assured. Whether they fight for the highest good of others in Zoom meetings, or made the 2020 transition to remote work feel simple, it’s hard not to be impressed.

These leaders make it look easy, but when we try to mimic them, it rarely is. How can we feel as composed and prepared as them?

The answer may be related to emotional intelligence.

What is emotional intelligence?

According to Psychology Today, emotional intelligence is “the ability to identify and manage one’s own emotions, as well as the emotions of others.” 

In theory, an emotionally intelligent leader is a good communicator. They know when to take a step back. They not only know a toxic culture when they see one, but they also take steps to rectify it. 

They’re also familiar with the platinum rule, which states: Do unto others as they would have done unto them. That is, if an employee prefers written feedback, the emotionally intelligent leader will provide that to help that employee succeed.

It sounds easy, but we all know how hard it can be, in practice.

If emotional intelligence seems familiar, you’ve probably heard it before. It’s often touted as one of many qualities of a good leader, which means it shows up a lot in leadership training. This has been true since Daniel Goleman’s mid-90s book Emotional Intelligence, which was a New York Times bestseller for 1.5 years. 

Dealing with your emotions, and others’, is only part of the story, though. There are other sub-skills within emotional intelligence, such as stress management and problem solving.

Wittmer and Hopkins’ 2022 Study

These sub-skills were exactly what researchers Jenell L. S. Wittmer and Margaret M. Hopkins studied in their 2022 article, “Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence.”

They argued that emotional intelligence and anxiety over leading remotely were inversely related—meaning that a leader with high emotional intelligence would have less anxiety. They would instead feel calmer and more confident.

Wittmer and Hopkins tested their idea by surveying professionals. They discovered two things: The first was that their hypothesis was correct; higher emotional intelligence, overall, meant less anxiety. 

Not only that, but they also found that “all five components of [...] the Bar-On model” were important for leading remotely.

Let’s break that down.

The Bar-On Model

The Bar-On model is one way to measure emotional intelligence. Users answer survey questions, and their responses are then used to calculate emotional intelligence. 

This model was proposed by researcher Reuven Bar-On. He began developing it in the 1980s. He separated emotional intelligence into five sub-skills. 

They are:

• Self-perception,

• Self-expression,

• Interpersonal skills,

• Decision-making skills, and

• Stress management.

Wittmer and Hopkins found that the most confident remote leaders scored high in all five.

In short, you need to know yourself to lead yourself—and to lead others, too.

Applying Emotional Intelligence to Your Leadership

Theoretical models like the Bar-On framework are great, but how can we apply them in real life? It’s hard to practice an abstract concept like “emotional intelligence.”

Here’s where those sub-skills come in handy. They’re the ideal place to start. 

As a leader in your organization, ask yourself: Are any of the five sub-skills difficult for you? For example, can you identify your emotions and then express them? 

Do you know how to best combat your stress? Whether it’s hiking, a short nap, meditation, or something else, you lead better when you know what works for you.

Now think about your team. Have your employees explicitly mentioned any of these sub-skills? Think comments like “It’s been so hectic since Jane retired,” which could indicate the need for more stress management until a new hire is made. 

Where do you see your employees struggling? Has another leader mentioned anything, good or bad, about your team? (“John hasn’t been turning in his reports on time lately” or “Shawna was so helpful last week when I was sick.”)

For you and your team, the most difficult sub-skill is a great place to start.

If you’re not sure, that’s okay. As a leader, balancing your various tasks can feel a bit like climbing a mountain: tiring and exciting and a whole lot of work. It’s easy to lose touch when you work remotely. It’s doubly hard if your team has new hires, some of whom you may have never met in-person. 

Strategies for Talking with Employees

To get on track, consider weekly digital meetings or team software like Slack or Teams. If you already have this, make a point to use them for team building. 

This is a chance for you to impact through influence: Message each of your employees and ask how their weekend was. Ask if they need help with anything. Share a resource in the group chat, like stress management tips. Give them the opportunity to talk and ask questions. Promote presence over productivity, and you just might improve both.

If your employees know you care, you’ll build camaraderie. You’ll be able to work together, and that harmony can, in turn, boost your confidence in your ability to lead. 

Strategies for Talking to Your Boss

Looking down the chain of command is one way to improve your remote leadership. But what if you look up as well?

To your manager or boss, consider suggesting professional development opportunities such as training for managers and supervisors or, more specifically, new manager training.

Remind them that there are many ways to raise the bottom line. Cutting bonuses and firing employees is one way, but on the heels of the Great Resignation, it’s not the best. Leadership training such as the Altitude Training course may be more beneficial, as it can help employees and leaders improve their productivity, confidence, and overall well being.

Taking care of employees, holistically, can make everyone feel valued and seen.

Creating a supportive community can be a powerful way to engage employees, and help them find out what it’s like to be on the other side of you.