Emotional and social intelligence are a necessary part of managerial work regardless of the position of the manager (top managers, middle managers, etc.). Not only the effectiveness of managerial work, but also the success of the whole organization depends on the ability of these managers to use their emotional and social intelligence. To use them means to have an ability to identify and manage one’s own feelings, to find ways to motivate oneself, to empathize with the feelings of others, and to become a successful part of the network of interpersonal relationships. That is an inevitable prerequisite for every manager to be successful in his or her work. A significant difficulty in this issue lies in the question of whether the emotional and social intelligence constructs actually exist, whether emotional and social intelligence are clearly psychologically useful constructs, and whether and how emotional and social intelligence are inter-defined as well as defined in connection to their related notions. This chapter will present the results and findings from several pieces of research on the specific attributes of emotional and social intelligence, the specification of which was carried out on the basis of a comparison of the responses of managers and non-managers, as well as the responses of managers in the context of their gender. These results support the meaningfulness of rendering the studied constructs as individual, albeit mutually closely related categories.