Recognition isn’t just about boosting morale, it’s a powerful driver of emotional intelligence. Stuart Cheesman dives into why showing appreciation helps employees feel connected, empathetic and more self-aware. Discover how this simple act can foster high-performing teams and improve workplace culture across the board. Yes, it really is that important!
Leaders’ understanding of emotional intelligence (EQ) has altered in recent times. Once thought to be an inherent characteristic that you either do or don’t have, emotional intelligence is now understood to comprise a multifaceted set of interpersonal skills that can change and develop. Not only this, but by appreciating and recognising employees, organisations encourage and reinforce EQ skills and behaviours. There’s a clear link between frequent workplace recognition and higher levels of workplace EQ – a link that organisations must capitalise on.
The act of appreciating someone releases dopamine and oxytocin, the feel-good neurotransmitters associated with trust and social bonding
The power of EQ
Once considered a ‘soft skill’, emotional intelligence is now recognised by many organisations as vital. This shift boils down to bottom line results – organisations with emotionally smart leaders and employees aren’t just creating a more pleasant environment; they’re outperforming their competitors many times over. In fact, OC Tanner’s 2025 Global Culture Report shows organisations that practice emotional intelligence are 107 times more likely to thrive
Defining emotional intelligence
So what is emotional intelligence? In essence, it’s the ability to understand and manage one’s own emotions, as well as recognise and influence the feelings of others. Having a high EQ means demonstrating empathy, self-awareness and good communication skills, with people with these skills better able to communicate, build strong relationships and work productively.
While some leaders used to think that emotional intelligence was binary – you inherently have it or you don’t – it’s now recognised as not being dependent on a gene or natural talent. All the behaviours associated with EQ are, in fact, attainable and recognition has an important role to play.
Recognition’s role in creating emotionally intelligent workers
At organisations where employees give and receive recognition, OC Tanner’s research shows the EQ of both employees and leaders rises.
Employees are eight times more likely to be emotionally intelligent when they give recognition often, are seven times more likely to have EQ when they regularly receive recognition from their leader, and are nine times more likely to demonstrate emotional intelligence when the company has a culture of integrated recognition.
The reason for employee recognition heightening EQ is that the act of showing gratitude and receiving gratitude leads to strong emotional responses, such as feelings of empathy and increased self-awareness. When recognition is delivered well – with meaning and sincerity – and the recognition giver witnesses the impact their words and actions have on the recipient, this also nurtures the employee’s communication skills and subsequently their EQ.
When an employee witnesses the power of making a colleague feel good about themselves, they’re more likely to repeat the desired behaviours, not only because they understand it to be the right thing to do, but because it feels so good. Paul Zak, author of The Moral Molecule, explains that the act of appreciating someone releases dopamine and oxytocin – the feel-good neurotransmitters associated with trust and social bonding.
So, encouraging employees to appreciate and champion one another fundamentally helps them to feel more connected to one another, with a study from Harvard Medical School explaining that when appreciation is displayed and communicated, emotional connections are strengthened.
Organisations can even reinforce EQ behaviours by calling them out and recognising them in their own right. When someone shows genuine empathy, perhaps supporting a colleague in a time of need, they should be recognised so others are encouraged to model the same behaviours. Similarly, when an employee shows excellent communication skills, perhaps while they navigate communicating to a multi-generational workforce, they should be meaningfully appreciated.
Harnessing appreciation for heightened EQ
If organisations are to compete successfully, they can’t just rely on traditional hard skills but must hone employees’ behavioural traits and skills linked with emotional intelligence. Recognition not only helps employees to refine their EQ skills of empathy, self-awareness, and communication, but it also encourages and reinforces EQ behaviours, nurturing a culture that is caring, supportive and ultimately, high performing.
Stuart Cheesman is European Strategist at OC Tanner
