Getting to know the MSCEIT 2
The concept of emotional intelligence (EI) was first coined in the 1990s by Peter Salovey and John Mayer. Together, they introduced the very first formal framework for understanding what emotional intelligence is. They defined it as:
“The ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to guide one’s thinking and actions”.
Emotional intelligence has become a critical factor in workplace success, influencing everything from leadership effectiveness to team dynamics. But how do we actually measure it?
There are two primary ways to assess emotional intelligence:
Behaviour-Based Assessments – These measure how often individuals display certain behaviours related to EI. For example, the EQ-i 2.0 provides insight into how people typically conduct themselves at work and interact with others. This is valuable because, in any role involving human interaction, consistent behaviour is often predictive of success.
Ability-Based Assessments – These measure the mental abilities needed to interpret and leverage emotional information effectively. The MSCEIT 2 falls into this category, examining how well individuals can perceive, understand, and manage emotions in real-time. In roles where unexpected interpersonal situations arise, the ability to read emotions and adapt accordingly is just as crucial as having a consistent behavioural style.
In simple terms:
Behaviour-based assessments measure what individuals typically do.
Ability-based assessments measure what individuals can do.
Both types provide complementary insights. For instance, if a manager struggles with conflict resolution, is it because they lack the ability to recognise emotional cues? Or do they have the skill but fail to apply it consistently? Understanding both their typical behaviour and emotional intelligence ability helps organisations intervene effectively.
Breaking Down the MSCEIT 2 Model
The MSCEIT 2 evaluates four key emotional intelligence domains that help individuals to harness emotional information. Together, these abilities enable individuals to navigate complex and novel situations that, if not recognised or managed, can negatively impact workplace effectiveness.
Let’s consider a workplace scenario that illustrates how these abilities come into play.
1. Perceiving Emotions: The ability to accurately identify emotions in people and their environment.
Scenario: Emma, a project manager, is leading a team on a high-stakes product launch. During a tense meeting, she notices that Alex (marketing lead) has a sharp, defensive tone, while Sam (software engineer) looks frustrated, with a rigid posture and furrowed brow. Other team members fidget uncomfortably, avoiding eye contact. Emma’s ability to perceive these emotional cues alerts her to the growing tension before it escalates further.
Emma’s ability to recognise emotions is only the first step. To harness them effectively, Emma must be able to use emotions to guide her actions, thinking and communication.
2. Connecting Emotions: The ability to use emotions to assist thought and build connections through empathy.
Scenario (continued): Recognising the team’s frustration, Emma leverages emotions to refocus their energy. She acknowledges the tension but shifts the narrative, framing the conflict as an opportunity for innovation. By using her own excitement and enthusiasm, she inspires the team to collaborate rather than compete.
Emma needs to understand the underlying causes of these emotions so she can avoid any misinterpretation and prevent future conflict.
3. Understanding Emotions: The ability to grasp the meaning behind emotions, their causes, and how they evolve.
Scenario (continued): Emma analyses the disagreement. She realises Alex feels pressured by marketing deadlines, while Sam is frustrated by technical constraints. By predicting how these emotions might develop, she anticipates potential roadblocks in the discussion and focuses on changing the trajectory of her colleague’s emotions.
How can Emma ensure the meeting remains productive?
4. Managing Emotions: The ability to regulate emotions in oneself and others to drive effective decision-making.
Scenario (continued): Emma proactively de-escalates the situation. She validates both perspectives, proposes a structured approach, and maintains a calm, reassuring tone. This reduces defensiveness, rebuilds trust, and keeps the team focused on the goal.
The ability to manage emotions ensures that emotions do not escalate into conflict but are instead regulated to maintain productive interactions.
Why Measuring EI Ability Matters
Without strong emotional intelligence abilities, this scenario could have unfolded differently. If Emma had failed to notice the tension, or lacked the ability to harness emotions productively, the conversation might have spiralled, derailing the project. The MSCEIT 2 helps organisations identify and develop these crucial skills, ensuring leaders and teams can navigate complex emotional landscapes effectively.
By understanding both behavioural tendencies and emotional intelligence abilities, organisations can build stronger, more emotionally intelligent workplaces – where employees don’t just act emotionally intelligent, but truly are.
Find out more about measuring emotional intelligence in your organisation using the MSCEIT 2 assessment.
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