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Recommended Books

Applying Emotional Intelligence  

The Business Case for Emotional Intelligence

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. Read more»

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. Read More»

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

Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23, 443-455.

This study investigates the effects of intelligence, personality traits and EI, as measured by the WLEIS - a self-report measure, on performance of 134 midlevel managers from a large Brazilian company that operates in the energy sector. Performance was determined by the annual performance ratings. Results revealed a relationship between EI and performance; however, after controlling for intelligence and personality, this relationship became non-significant. The best predictor of the manager's performance in this study was transformational leadership, as determined using their subordinates' ratings on the Multifactor Leadership Questionnaire. The implications for practice are twofold. First, the findings reinforce the need to use control variables (i.e., intelligence, personality and experience) when testing the implications of EI, calling attention to the fact that empirical results might be inflated whenever control variables are omitted. Second, because the analyses show that 75% of variance in EI was explained by intelligence and personality, concerns are raised regarding the discriminant validity of the WLEIS scale. This reinforces the idea that tests of EI need to be significantly different from personality and intelligence tests.

Farh, C. I., Seo, M., & Tesluk, P. E. (2012). Emotional Intelligence, teamwork effectiveness, and job performance: The moderating role of job context. Journal of Applied Psychology, 97(4), 890-900. 
The purpose of this study was to examine the relationship between EI, as measured by the MCEIT, and job performance by taking into account context of the job. A sample of 212 professionals from various organizations and industries indicated support for the effect of EI, above and beyond the influence of personality, cognitive ability, emotional labor job demands, job complexity, and demographic control variables. More specifically, results showed that EI related more positively to performance under a high managerial work demands context of jobs that require management of diverse individuals, functions, and lines of business, potentially because such job contexts activate and allow high-EI individuals to act in emotionally intelligent ways that facilitate their performance. The results indicate that the relationship between EI and performance is not direct; thus, managers should recognize that selecting emotionally intelligent employees or training employees' EI may not lead to higher performance outcomes in all situations, but investing in the EI of employees working in jobs characterized by high managerial demands may be a good thing to do.

 

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