Emotional Intelligence

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The International Conference on EI - ICEI

ICEI™ aims to further the understanding of EI and human performance. Join business leaders and EI experts from various communities as they gather in Chicago this June for ICEI 2008. Read more

EMONET VI

The Sixth Conference on Emotions and Organizational Life ('Emonet VI') will be held in Fontainebleau, France, July 17-19, 2008. The purpose of the conference is to showcase leading-edge research into the role of emotion in organizational settings.

Social Intelligence and Advances

in Management

The joint conference of the 1st annual International Conference on Social Intelligence (ICSI) & 15th annual International Conference on Advances in Management (ICAM) will be held at Boston on July 16-19, 2008. The purpose of the conference is to encourage scholars to share their theory, research, and experience on multiple intelligences in order to provide effective responses to leadership challenges of the 21st century.

Higher Education Symposium on Emotional Intelligence

Interested faculty, staff, and students are invited to join this unique event detailing the place of Emotional Intelligence in colleges and universities. Presentations will cover a range of topics, including exploring the impact of Emotional Intelligence on student, program, and institutional outcomes.

Any written material on this web site can be copied and used in other sources as long as the user acknowledges the author of the material (if indicated on the web site) and indicates that the source of the material was the web site for the Consortium for Research on Emotional Intelligence in Organizations.

The Business Case for EI

The following 19 points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations. The Consortium also invites submissions of other research for the Business Case. All submissions will be reviewed to determine their suitability.

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Guidelines for Best Practice

These guidelines are based on an exhaustive review of the research literature in training and development, counseling and psychotherapy, and behavior change. The guidelines are additive and synergistic; to be effective, social and emotional learning experiences need not adhere to all of these guidelines, but the chances for success increase with each one that is followed.

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Recent Books

Emmerling, R. J., Shanwal, V. K., & Mandal, M. K. (Eds.) (2008). Emotional intelligence: Theoretical and cultural perspectives. Nova Science Publishers.

This book is designed to meet the growing need among researchers, graduate students, and professionals to look into the existing theoretical models as well as developing theories related to emotional intelligence. The primary aim of the book is to help readers get a view of current conceptualizations of emotional intelligence, while providing an opportunity to see how emotional intelligence has been interpreted and applied throughout the world. Psychological processes are expected to vary according to cultural meaning and practices. Recent studies indicate that emotional intelligence influences behavior in a wide range of domains including school, community, and the workplace. At the individual level, it has been said to relate to academic achievement, work performance, our ability to communicate effectively, solve everyday problems, build meaningful interpersonal relationships, and even our ability to make moral decisions. Given that EI has the potential to increase our understanding of how individuals behave and adapt to their social environment, it is an important topic for study.

Research Digest

This section of the EI Consortium web site is intended to keep you updated with the latest research findings. We will be summarizing the latest research in the area of emotional intelligence in the workplace by providing you with abstracts of the latest articles from the literature. Each month we will be highlighting a different area from the scholarly literature on emotional intelligence. If you want research updates sent to you automatically, just sign up for our monthly newsletter.

Law, K. S., Wong, C. S., Huang, G. H., & Li, X. (2008). The effects of emotional intelligence on job performance and life satisfaction for the research and development scientists in China. Asia Pacific Journal of Management, (25), 51-69.

This study examined the relation between EI, IQ, as measured by the Wonderlic Personnel Test, life satisfaction and job performance, as determined based on the company's formal evaluation system that evaluates performance with one of six alphabetical grades (C to A). Participants were 102 scientists working at a large computer company in Beijing, China. EI was measured using the MSCEIT and WLEIS, a 16 item self-report measure of EI developed for Chinese respondents. Results revealed that job performance was not related to IQ or any of the MSCEIT dimensions, but significantly related to two dimensions of the WLEIS (r=.26 and .20, respectively, for other's emotional appraisal and emotional regulation). After controlling for four demographic variables and IQ, the WLEIS had incremental predictive validity for both job performance and life satisfaction, whereas the MSCEIT had incremental predictive validity for life satisfaction only. The findings demonstrate that on top of IQ, WLEIS scores still account for about 10% of overall job performance. The mean scores of the four MSCEIT dimensions were significantly below the mean score of 100 for U.S. respondents and raise doubts about the validity of the MSCEIT to measure the EI of Chinese respondents.

Ozcelik, H., Langton, N., & Aldrich, H. (2008). Doing well and doing good: The relationship between leadership practices that facilitate a positive emotional climate and organizational performance. Journal of Managerial Psychology, 23(2), 186-203.

This two-wave study investigated the relationship between leadership practices that facilitate a positive emotional climate (PEC practices) and organizational outcomes after controlling for competition, age of firm, turnover and new hires rate. PEC practices included being sensitive to employees' emotional needs, encouraging employees by giving positive feedback, offering opportunities for employees' advancement, and taking initiatives to create a teamwork environment and a positive emotional climate between workers. In the first wave, the authors collected data regarding the PEC practices from 229 entrepreneurs and small business owners operating in British Columbia, Canada. The data on outcome variables, i.e. revenue, strategic growth, and outcome growth, were collected in the second wave, 18 months later. The findings revealed that PEC practices were positively related to revenue, strategic, and outcome growth and accounted for 12 percent of the variance in revenue and 8 percent of the variance in outcome growth. The findings imply that leadership practices that facilitate a positive emotional climate in an organization can make a difference in organizational-level outcomes.