EMOTIONAL INTELLIGENCE TEST

Emotional intelligence is a key skill for leaders, and to improve you need to know your current level.

This emotional intelligence test can tell you that.

Everything you'll read from now onwards comes straight from scientific research (sources at the end): my aim is to give you the chance to test your emotional intelligence in the most accurate possible way.

There are 50 statements below, for each one please indicate how much you agree or disagree it applies to you (1=fully disagree, 7=fully agree).

These statements are designed to test:

  • your overall emotional intelligence level
  • your proficiency in each of the four components of emotional intelligence

Once you are done and hit the submit button, you'll get detailed results on both these points. It will be a clear assessment of where you are and a pointer on what to do next. Enjoy!

How much do you agree with each statement on a scale from 1 to 7? 1=fully disagree; 7=fully agree

I can recognize my emotions as I experience them

If I had to make my belief and value system explicit, I could

I am well aware of both my own strengths and weaknesses

I quickly realise when my emotions are turning negative or are about to

I can always tell what drives my emotional state, the reason behind me feeling an emotion or another

I often take a moment to think about how I feel and learn from it.

In general, I maintain a positive outlook on life

When I’m feeling down, I can make myself happy again

When I’m angry or anxious, I can calm myself down

I have a good sense of humour about myself, I can see the irony in things

For me it’s easy to get a move on and start working when I’m upset, sad or frustrated.

I hold myself accountable for my actions and do not get defensive when criticised

I set goals for myself rather than have other set them for me

Once a goal is set, I am very committed and persistent in attaining it, sometimes even choosing to make personal sacrifices to achieve it

I find it easy to focus my goal and do not get easily distracted

I can always keep a clear mind, focus on my tasks, perform and behave at my best, regardless of pressure or of how bad, anxious or angry I feel

In general, if I focus on doing something for even a short time, I start enjoying doing it

I can keep my focus on a single task for long periods of time.

I can lift my own energy levels when I start to get bored with the job I have to do

I constantly strive to improve performance and keep an eye on my progress

I can listen to others without jumping to judgment

When someone is talking to me, I don’t think of an answer until they are done talking

If something is wrong with a person talking to me, I can immediately tell

I am aware of my own bias

In general, I excel at reading body language

I easily understand the subtext of what someone is trying to tell me

When I form myself an opinion about someone, I later find my opinion to be accurate.

Just by looking at a team, I can quickly tell who the informal leader is, who has power over who

In my team, I know who is the positive force is and who the negative one is

I can sense when two of my team members are heading towards a conflict well in advance

I can tell when someone wants to dominate or put someone else down, skilled as they may be to hide it

I do not hide my emotions: I show my feelings and communicate them confidently and appropriately

I am comfortable talking about how I feel with others

I like to befriend and build a relationship with the people I work with

People around me like me from the very start

My team usually follows my lead

I make a point of regularly asking my team for input, considering their ideas and following up on it

I flag and directly address unethical behaviour, discrimination and intolerance

I always try to see things from another person’s perspective

I always try to understand how I may make others feel

I openly and fairly recognize someone’s efforts in the team

I tell my team members I am grateful for their work

I am positive and my attitude uplifts others

I’m rarely brought down by someone else’s negative attitude

I change how I interact with others depending on how I see they feel

I’m proactive in supporting my team members: I give them all the support they need

I am responsible and hold myself accountable for my team’s personal and professional growth

I joke around and banter with my team in an engaging, funny but respectful way

I’m very rarely sarcastic with my team

I keep my promises

How many people are in your team?

How many people work in your organization?

What's your age range?

REFINE YOUR EMOTIONAL INTELLIGENCE SKILLS

My Emotional Intelligence for Leaders online course is specifically designed to develop each one of these 4 areas, with a practical and science-based approach. You can see 4 previews of the course below and you can find more about it on its page.

COURSE PREVIEWS

Sources

Barsade, Sigal G. ‘The Ripple Effect: Emotional Contagion and Its Influence on Group Behavior’. Administrative Science Quarterly 47, no. 4 (December 2002): 644. 

Burke, C. Shawn, Dana E. Sims, Elizabeth H. Lazzara, and Eduardo Salas. ‘Trust in Leadership: A Multi-Level Review and Integration’. The Leadership Quarterly 18, no. 6 (December 2007): 606–32.

Dutton, J. et al. “How to be a positive leader” (2014)

Goleman, Daniel. 1995. Emotional Intelligence. New York: Bantam Books.

Martin, Rod A., Patricia Puhlik-Doris, Gwen Larsen, Jeanette Gray, and Kelly Weir. ‘Individual Differences in Uses of Humor and Their Relation to Psychological Well-Being: Development of the Humor Styles Questionnaire’. Journal of Research in Personality 37, no. 1 (February 2003): 48–75. 

Martin, Robin, Yves Guillaume, Geoff Thomas, Allan Lee, and Olga Epitropaki. ‘Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review: ROBIN MARTIN ET AL.’ Personnel Psychology 69, no. 1 (February 2016): 67–121.

Romero, Eric J, and Kevin W Cruthirds. ‘The Use of Humor in the Workplace’. Academy of Management Perspectives, 2006, 13.

Romero, Eric, and Anthony Pescosolido. ‘Humor and Group Effectiveness’. Human Relations 61, no. 3 (March 2008): 395–418.

Stephens, John Paul, Emily Heaphy, and Jane E. Dutton. High-Quality Connections. Oxford University Press, 2011.