- Business Case for Emotional Intelligence
- Do Emotional Intelligence Programs Work?
- Emotional Competence Framework
- Emotional Intelligence: What it is and Why it Matters
- Executives' Emotional Intelligence (mis) Perceptions
- Guidelines for Best Practice
- Guidelines for Securing Organizational Support For EI
- Johnson & Johnson Leadership Study
- Ontario Principals’ Council Leadership Study
- Technical Report on Developing Emotional Intelligence
- Emotional Intelligence Quotient (EQ-i)
- Emotional & Social Competence Inventory 360 (ESCI)
- Emotional & Social Competence Inventory-University (ESCI-U)
- Genos Emotional Intelligence Inventory (Genos EI)
- Group Emotional Competence Inventory (GEC)
- Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
- Schutte Self-Report Inventory (SSRI)
- Trait Emotional Intelligence Questionnaire (TEIQue)
- Wong's Emotional Intelligence Scale
- Work Group Emotional Intelligence Profile (WEIP)
- Model Programs
- Achievement Motivation Training
- Care Giver Support Program
- Competency-Based Selection
- Emotional Competence Training - Financial Advisors
- Executive Coaching
- Human Relations Training
- Interaction Management
- Interpersonal Conflict Management - Law Enforcement
- Interpersonal Effectiveness Training - Medical Students
- JOBS Program
- Self-Management Training to Increase Job Attendance
- Stress Management Training
- Weatherhead MBA Program
- Williams' Lifeskills Program
- Article Reprints
Fabio Sala, Ph.D.
Affiliation: EMC Corporation
Fabio Sala is Director, Organization Effectiveness & Development at EMC Corporation, where he leads a global team of Development Consultants, responsible for the implementation and adoption of leadership development and talent management products and processes. In addition, this function provides a variety of OD consulting services across the enterprise. Prior to joining EMC, Fabio was an independent consultant to Boston Scientific Corporation, where he provided leadership and organization development consulting: competency model design and 360 development, team assessment and intervention, offsite planning and facilitation. Fabio was an Associate Director of Learning and Development at Millennium Pharmaceuticals, Inc. In this role, he was responsible for leadership and organizational development, workforce development strategy and administration, career development and performance management process design and management, corporate training, and organization development evaluation. Prior to Millennium, Fabio was a consultant at the Hay Group’s, McClelland Center for Research and Innovation. His client work was with leading global organizations, such as IBM, Pfizer, Aero Mexico, Caterpillar, Toyota, Health Net, and Microsoft. He contributed to multiple front-line, manager- and executive-level consulting engagements; competency-based efforts integrated into various assessment and development processes and tools (e.g., executive selection & development, succession planning/high potential management, performance management). His research at the McClelland Center served to identify the characteristics of outstanding performers, evaluate the effectiveness of development interventions, and evaluate the impact of assessment and intervention on workplace performance. Fabio’s research has been published in Harvard Business Review, the Journal of Consulting Psychology: Practice and Research, the Journal of Psychology and Health, Nonprofit Management & Leadership, and Leadership in Action of the Center for Creative Leadership. Fabio co-edited Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups. Prior to joining the Hay Group, Fabio was an adjunct lecturer at the University of Massachusetts where he taught Organizational Behavior, Research Methods, Statistics, and Social Psychology courses. He also was a lecturer at Boston University and Johns Hopkins University. He received his Ph.D. in social psychology from Boston University under David C. McClelland.
Kantor, S., Kram, K., & Sala, F. (2007, in press). The Value of Executive Adaptability. Leadership in Action. Greensboro, NC: The Center for Creative Leadership.
Sala, F. (2003, September). Humor Pays: Witty executives get bigger bonuses and better performance ratings. Harvard Business Review.
Sala, F. (2003). Executive Blind Spots: Discrepancies Between Self-Other Ratings. Journal of Consulting Psychology: Research and Practice, 54(4), 222-229.
Sala, F. (2003). Leadership in education: effective college Principals. Nonprofit Management and Leadership, 14 (2), 171-189.
Sala, F. (2002). Emotional Competence Inventory (ECI) Technical Manual. Boston: McClelland Center for Research and Innovation, Hay Group.
Sala, F., & Dwight, S. (2002). Predicting executive performance with multi-rater surveys: Whom you ask makes a difference. Journal of Consulting Psychology: Research and Practice, 54(3), 166-172.
Sala, F., Krupat, E., & Roter, D. (2002). Satisfaction and the use of humor by physicians and patients. Psychology and Health: An International Journal, 17 (3), 269-280.
Sala, F. (2001). Do programs designed to increase emotional intelligence at work—work? Emotional Intelligence Consortium, from http://www.eiconsortium.org/
Sala, F. (2005). Making the Business Case: Emotional Intelligence Competencies and Important Business Outcomes. In Druskat, V., Sala, F., & Mount, G. (Eds.). Linking Emotional Intelligence and Performance at Work: Current Research Evidence. San Francisco: Jossey-Bass.