The concept of emotional intelligence (EI) has been in play for more than 30 years and has been very heavily studied during that time. We know that individuals with good emotional intelligence generally have better health, a better career, are seen as more trustworthy, achieve higher performance, productivity and profitability than individuals that do not. We know that teams lead by people with high EI outperform other teams. In today’s turbulent work environment, emotional intelligence (EI) is a critical skill for leaders and team members alike. But how do these good EI practices help to minimise psychosocial hazards in the workplace? The answer might not be what you think.
Having good EI provides you with a buffer to the turbulence
If you have good EI, you have good self-management. Think of it as your own personal protective shield. Good self-management means you are more likely to exercise regularly, follow a healthy diet and sleep well. You’re also less likely to have addictive behaviours, such as drinking or vaping. The research is clear – good physical health is a significant protective factor for good mental health. Secondly, people with strong EI competencies such as empathy and teamwork are more likely to have strong social support networks, which are a buffer against a number of illnesses. Finally, being able to regulate your emotions allows you to reduce your arousal at the first signs of irritation and frustration. This means you are reducing your body’s normal stress response of adrenaline and cortisol being released. Long term exposure to cortisol in particular interferes with digestion, reproduction, immune system and more, as it your body’s way of redirecting all of its resources in helping you be ready to fight or flee.
Having a boss with good EI minimises the turbulence that you may encounter
Recognised Australian psychologist Dr Peter Cotton found that more than 50% of our wellbeing at work can be attributed to the quality of our relationship with our line manager and that this is the largest protective factor for our wellbeing. In fact, supportive leadership factors and the quality of a team-based environment regular explain around 30% of the variance in bottom line financial performance and/ or service delivery and at least 50% of the variance in levels of wellbeing. By having a manager who demonstrates empathy, regulates their own emotions, recognises how their behaviour can impact others, handles conflict effectively and can navigate complex interpersonal dynamics, team members are far more likely to experience a psychologically safe work environment. EI leaders are adept at building inclusive teams where everyone feels valued and heard. They actively seek input from diverse team members and ensure that all voices are considered in decision-making processes. Such an environment allows team members to raise ideas and issues without fear of being shut down, ridiculed or worse.
EI and Psychosocial Hazards
Psychosocial hazards refer to aspects of work design and management that can cause psychological or social harm. Far broader than simply interpersonal conflict, psychosocial hazards often arise through poor work design, eg too much or too little work, inconsistent application of management practices or even difficult working conditions such as shift work, working alone or in hot, dirty conditions. The Work Health and Safety Act (Qld) mandates that employers must eliminate or minimize these hazards as far as reasonably practicable in providing a safe work environment. By integrating EI practices, organisations can not only better comply with these requirements, but also become a more productive and engaged organisation. For instance:
- Risk Assessment and Management: EI can be used to identify potential psychosocial risks through regular check-ins and open dialogues with employees. This proactive approach helps in early detection and mitigation of issues.
- Training and Development: Providing EI training for leaders and employees can enhance their ability to manage emotions and relationships effectively. This training supports the development of a resilient and supportive workplace culture.
- Policy Implementation: EI-informed policies that promote DEI and psychological safety align with the legislative requirements and contribute to a healthier, more productive work environment.
How can Harrisons Help?
Harrisons can assist your business to thrive by conducting a risk assessment, providing EI and psychosocial hazards training and development and developing their leadership capabilities, and ensuring your HR policies promote a psychologically safe work environment.
Claire Harrison is the Founder and Managing Director of Harrisons, a flourishing HR consulting business that sprouted in 2009 from Claire’s passionate belief that inspiring leaders and superstar employees are the key success factor to any business. With over 20 years’ experience, Claire has worked as a HR Director of multi-national organisations, as a Non-Executive Board Director, and a small business owner. Claire’s corporate career includes working with companies such as BHP, Westpac, Fonterra and Mayne Nickless.
