Sebastian Bailey (2015) explored traits that influenced excellence in teams. The author outlined seven characteristics divided into two groups: professional-oriented (group I) and commonly used (group II). The core components, stability and satisfaction, are landmarks of the project that incorporates EI tools. 

Group I, as shown in Figure 1, includes conscientiousness, extraversion, and cognitive ability. The traits positively affect the team’s performance. For instance, conscientiousness ensures impulse control and reflection. Rajan Sardana (2023) called it grit as a persistence to cope with emotional downs facing obstacles.
Further, the extraversion maintains a social contact among members. Cognitive ability as an EI trait helps problem-solving and adapting in the high level of uncertainty.

Group II contains EI attributes to secure employee satisfaction: emotion-related behaviour to express emotion and empathy. Self-efficacy defines the person’s belief in their own strength to achieve the goal.

However, there are two factors that complement the trait set. Figure 1 presents the criteria in green circles.

Luck
Job performance and employee satisfaction is a central drive that leads a team to achieving a goal. There is also a correlation between emotional intelligence and fortune that enhances the success probability. As Myers (2018) states, good luck is associated with high EI. 

What is it to connect such an elusive thing as fortune and the complex concept of emotional intelligence? Andre Shojaie (2023) explored the phenomenon, concluding luck stems from social technology. So called favoured people have a “trained muscle” for facilitating and expecting the opportunities (Wiseman, 2011). Conscientiousness, characterized by a forward-thinking and optimistic approach, connects to luck. 

A company rather hires an individual who has a chain of lucky coincidences in the biography or provides cases where fortune blessed him. Upon learning of business favoritism toward lucky people, I started emphasizing experiences with fortunate outcomes more than my hard-earned projects during networking. 

Inspiration
Emotional intelligence allows people managing their own feelings and understand the emotional behaviour of others. The same way team building comprises two focuses: inner and outer. Emotional stability is only a half of the project’s success, while inspiring others contributes, enabling it to be overcome in any storm. The key is in the ability to connect, understand, and support team members.

Conclusion
People can cultivate soft skills, unlike IQ, which is genetic (Myers, 2018). Such academic fields as Organizational Behaviour and Social Technology provide fundamental knowledge for EI learning.
The team member with developed EI traits can affect job performance by enhancing the social contact, diligent behaviour, environment adaptability, and problem-solving stills.  

Evidently, emotional intelligence becomes a golden compass for making a team. Figure 1 summarizes the outcome of the research. It helps realize how diverse and powerful tool EI is.

Figure 1
EI Traits To Improve Job Performance