Free Emotional Intelligence (EQ) assessment for leaders

About Emotional Intelligence and this assessment

According to research (Singh et al, 2024), emotional intelligence is a key competency for leadership and can make a broad difference between average and exceptional leaders. Leaders with high emotional intelligence can better manage interpersonal relationships, motivate and inspire teams to collaborate more effectively, and adaptively react to stressful or challenging situations.

This assessment sheds light into your emotional intelligence across eight key dimensions. The first five aspects (self-awareness, self-regulation, motivation, empathy, and relational intelligence) are part of the EI model proposed by Goleman, 2000.

I've added three additional components that, from my leadership experience, are complementary competencies. My goal with these additions is to offer you a more holistic lens on how emotional intelligence shows up in your leadership style. These areas encompass how you communicate on emotional topics, caring for your wellbeing and role modeling life balance practices, and how you view and manage emotional growth as a leader.

When taking the assessment, be as honest as possible with yourself in your answers. Choose the best possible representation of your typical response, feeling, or way of being for you. There are no right or wrong answers and EQ is not a competition. Everyone has areas where they could grow, so the aim is not perfection – it's awareness.

Do note that the answers generate in a random order so as not to bias your answers, so read each one carefully.

To get the results, enter your contact details at the end of the assessment so that your results can be sent direct to your inbox! Check my privacy policy here.

All the best,

Sagan Rossi ACC, Executive and Team Coach

Relational intelligence

How do you build trust in professional relationships?

I build trust through openness, seeing through on what I promise, and clear communication.

I try to be consistent and respectful, but I don’t always check in emotionally.

I focus on getting things done and hope trust develops naturally.

I build trust intentionally by creating emotional safety, showing care, and being consistent in words and actions.

Relational intelligence

How do you respond to group dynamics that feel tense or complex?

I notice tension but feel unsure how to respond or influence it.

I engage with awareness and use communication to ease tension.

I actively build psychological safety and help the group move forward constructively.

I try to stay neutral and avoid escalating the situation.

Relational intelligence

After a misunderstanding, how do you approach repair?

I wait for the other person to bring it up and follow their lead.

I acknowledge the misunderstanding and try to clear it up respectfully.

I feel unsure how to approach it and hope it resolves on its own.

I take initiative to repair the relationship, invite dialogue, and reflect on my role in it.

Relational intelligence

How do you help others feel seen and heard in your leadership?

I listen attentively and validate others’ experiences when they share.

I try to be present but can get distracted or pulled into competing priorities.

I focus on getting things done and sometimes miss opportunities to connect emotionally.

I intentionally create space for others to express themselves and feel valued, even in busy or high-pressure contexts.

Relational intelligence

How do you collaborate across different personalities and working styles?

I make an effort to adapt, but it can feel draining or frustrating.

I adjust my approach to support effective collaboration, even when it’s outside my comfort zone.

I embrace differences and intentionally support inclusive, strengths-based collaboration.

I prefer working with people that feel easy to relate to.

Communications

How do you communicate in emotionally charged situations?

I communicate with clarity, empathy, and emotional presence, while still creating space for others.

I stay grounded and communicate clearly, even when emotions run high.

I try to stay calm but sometimes lose clarity or composure.

I struggle to stay grounded and may shut down or unintentionally escalate.

Communications

How do you adjust your communication style based on context or audience?

I tend to use the same communication style regardless of who I’m speaking with.

I communicate with intention, tailoring my style for clarity, connection, and emotional safety.

I adapt my tone, language, and approach depending on the situation and people involved.

I try to adjust but sometimes struggle to read the room or know what’s needed.

Communications

How do you listen when others are speaking in a professional context?

I make time to listen but sometimes feel distracted or pulled into other priorities.

I listen with full presence, reflect back what I hear, and create space for others to feel understood and valued.

I listen attentively, respond thoughtfully, and aim to understand the speaker’s perspective.

I often focus on what I’ll say next and may miss nuanced cues.

Communications

How do you use questions in conversations with your team?

I ask clarifying questions to support understanding and alignment.

I mostly ask task-focused questions to keep things efficient.

I use open-ended, reflective questions to foster insight, emotional safety, and growth.

I ask thoughtful questions to explore perspectives and build connection.

Communications

How do you communicate your boundaries in leadership contexts?

I set boundaries occasionally, but I feel uneasy or guilty and may not follow through consistently.

I often avoid setting boundaries, fearing it might disrupt relationships or team dynamics.

I express boundaries with clarity and compassion, modeling emotional safety and encouraging others to do the same.

I communicate boundaries clearly and respectfully, even when it’s uncomfortable.

Reflection and growth

How do you reflect on emotional experiences?

I occasionally reflect, though I don’t consistently extract insights.

I rarely revisit emotional experiences once they’ve passed.

I consistently reflect on emotional experiences and make intentional shifts in my behavior based on those insights.

I intentionally reflect to understand my emotional patterns and support personal growth.

Reflection and growth

How do you use feedback in emotional and professional growth?

I accept feedback when offered but don’t always act on it.

I intentionally build a culture of feedback, regularly seeking out diverse perspectives and applying insights into my leadership practice and emotional growth.

I tend to avoid feedback as it feels uncomfortable or disruptive.

I proactively seek feedback from trusted sources and use it to inform my personal and professional development.

Reflection and growth

How do you notice patterns in your emotional responses?

I rarely examine recurring emotional reactions.

I recognize recurring emotional patterns and reflect on their meaning to inform personal growth and intentional leadership choices.

I occasionally notice patterns but don’t explore their implications.

I reflect on emotional patterns to understand underlying triggers.

Reflection and growth

How open are you to evolving your emotional responses?

I systematically work on my emotional responses, aligning them with evolving leadership contexts, stakeholder needs, and long-term impact.

I experiment with new emotional strategies to improve interpersonal dynamics and outcomes.

I consider alternative responses but find changing my patterns challenging.

I default to familiar emotional reactions.

Reflection and growth

How do you view emotional growth in your leadership journey?

I recognize emotional growth as useful but not central to leadership.

I see emotional growth as a foundational element of values-driven leadership and actively invest in it.

I view emotional growth as a key contributor to effective leadership.

I prioritize technical skills and strategic growth over emotional development.