If you have sat through an emotional intelligence workshop, taken an EQ assessment as part of a hiring or development process, or been told that your team's problems are really about communication and empathy, you have already met the corporate EQ industry. What you have probably not met is the underlying research: a genuinely complex, often counterintuitive body of evidence that supports some of what the workplace EQ industry claims, contradicts other parts of it, and explains workplace dynamics that no competency framework gives you the vocabulary for.

This book is that research, laid out plainly. It is not a management guide, a training programme, or an HR policy document. It is a rigorous, evidence-grounded account of what emotional intelligence actually predicts about professional life, written for readers who have found the EQ industry's promises unsatisfying and want to know what is actually known.

Inside, you will find a precise account of:

What the meta-analytic evidence on EQ and job performance actually shows once criterion contamination is accounted for, and why the claim that EQ predicts performance better than IQ does not hold up
The real distinction between Hochschild's original concept of emotional labour and the way it has been repackaged in management writing, and why surface acting and deep acting predict burnout differently
What team emotional intelligence is, how group-level emotional norms differ from simply averaging individual EQ scores, and what the evidence shows about team EQ and team performance
How emotional contagion spreads through teams and departments in ways that are measurable but largely invisible to the people experiencing it
Why psychological safety is not the same as trust, and what the research shows about how leaders build it or quietly destroy it
What the strongest studies actually show about EQ and leadership effectiveness, including which specific competencies matter and which are oversold
The documented dark side of high EQ in leadership, including how cognitive empathy and emotional perception can serve self-interest rather than the team
What the evidence shows, and does not show, about using EQ assessments in hiring, including the documented concerns about fakeability and adverse impact

Across five parts, the book moves from the foundational meta-analytic evidence on EQ and job performance, through a restoration of emotional labour as Hochschild originally defined it, into the emotional dynamics that operate at the team level, including contagion, team EQ, and psychological safety, out into what the research actually shows about EQ and leadership, and finally into the practical realities of feedback, burnout, remote work, and what training can and cannot do.

What sets this book apart is its refusal to default to either a uniformly positive or a uniformly cautionary account. The research shows that EQ is a real, if modest and context-dependent, predictor of workplace outcomes, that emotional labour carries documented costs the management literature has consistently softened, that psychological safety is one of the most robust findings in organisational psychology and is routinely confused with simply being nice, and that high EQ in a leader can serve a team or exploit it, depending entirely on what it is directed toward. Readers finish with an accurate, evidence-based map of how emotion actually operates in professional life, and a clear sense of where the EQ industry's claims hold up and where they do not.

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Emotional Intelligence at Work

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