Nearly three quarters (72%) of UK managers have reported that emotional skills should be one of the top five most important capabilities for managers, research by manager training platform MindTools has revealed.
However, half (50%) of the 2,000 UK managers surveyed said that they did not receive support from their organisation when transitioning into a managerial role, despite 80% being promoted because of their ability to do a good job rather than their people management skills.
“In today’s workplace, technical skill might get you promoted, but emotional intelligence (EI) makes you a leader,” Hasan Khair, CEO of manager training and wellbeing platform Tyllr, told HR magazine.
“The reality is, managing people is far more complex than ever before, and managers are being asked to ‘do more with less’ – different generations, cultural expectations and increasing levels of stress.
“Without strong EI, managers struggle to connect with their teams, resulting in lower engagement, higher turnover and absenteeism, and weaker performance.”
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Managers reported wanting to improve their emotional skills, such as empathy, self-awareness and self-regulation, and identified difficult conversations as the top challenge in their roles.
Those who had been in a managerial role for less than one year were more likely (51%) to report wanting to learn more about their strengths and weaknesses than managers who had been there for five years or more (39%).
HR can be key to equipping managers with emotional intelligence, according to Shabnam Shahani, CEO of MindTools.
Speaking to HR magazine, she said: “HR departments play a vital role in helping managers develop emotional intelligence by providing targeted learning and development opportunities. HR can also integrate EI development into leadership programmes, ensuring that emotional intelligence becomes a core competency for aspiring managers.
“With modern technology it has become possible to measure EI skill levels at scale. HR teams can diagnose managers’ capabilities in foundational management skills, including emotional intelligence attributes such as empathy, self-awareness and self-regulation, and developing social sensitivity using highly scientific, evidence-based digital tools.”
MindTools’ findings suggest that training is important for organisational success, as 64% of managers reported that they would look for another job if their organisation failed to provide them with opportunities to learn.
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Meanwhile, research published last month by York St John University showed a 10% increase in a manager’s emotional intelligence score was associated with a 7% increase in overall business performance.
While organisations allocated 12% of their learning and development budget to management training, MindTools’ report suggested that organisations struggle to measure the value of their investment.
But the impact of emotional intelligence training can and should be measured, Andy Chandler, CEO at training provider Barefoot Coaching, told HR magazine.
“Employers can measure the impact of EI through improved team dynamics, higher satisfaction, and lower turnover,” he said.
“Tools like 360-degree feedback and engagement surveys provide valuable insights into how well managers apply these skills in creating a more engaged, productive workforce.”
MindTools commissioned YouGov to survey 2,000 UK managers across 12 industries in March 2024. Findings were first published in July.