What Makes a Leader? defines emotional intelligence at work as five components with hallmarks a colleague can observe: self-awareness (understanding one's own feelings, strengths and weaknesses, drives, values and goals, and how they affect other people; hallmarks are self-confidence, a realistic view of oneself and humour at one's own expense); self-regulation (keeping disruptive moods and impulses in check or channelling them, and pausing before acting; hallmarks are integrity and being trusted, ease with ambiguity, and openness to change); motivation (a drive to achieve for its own sake, beyond money or status; passion for the work, energy for getting better, staying optimistic when things fail, and commitment to the organization); empathy (understanding how others are emotionally made up and treating them according to how they react; hallmarks are skill in developing and keeping talent, sensitivity across cultures, and serving clients well); and social skill (managing relationships and building networks, finding common ground; effectiveness in leading change, persuasiveness, building and leading teams). Emotional intelligence increases with age and can be learned, through practice and feedback rather than training programmes aimed at the neocortex.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.