Hopkins, M. M., & Bilimoria, D. (2008). Social and emotional competencies predicting success for male and female executives. Journal of Management Development, 27(1), 13-35.

This study examined the relation between emotional and social intelligence competencies, as measured by the 360-degree version of the ECI 2.0, and organizational success, as determined by annual performance and potential ratings. Participants were 105 top-level executives in one financial services organization. The results showed no significant differences between male and female leaders in their demonstration of emotional and social intelligence competencies. The most successful men and women were also more similar than different in their competency demonstration. However, gender did moderate the relationship between the demonstration of these competencies and success. Male leaders were assessed as more successful even when the male and female leaders demonstrated an equivalent level of competencies. Finally, four competencies significantly separated the most successful male and female leaders from their typical counterparts: Self Confidence, Achievement Orientation, Inspirational Leadership and Change Catalyst.

Koman, E. S., & Wolff, S. B. (2008). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance. Journal of Management Development, 27(1), 55-75.

This study examines the relationships among team leader EI competencies, as measured by the ECI 2.0, team level EI, as assessed using the Group Emotional Intelligence measure, and team performance which was determined using a subjective measure (i.e, asking upper level officers to evaluate multiple teams within the command over time) and objective measures (i.e., percentage of raw material waste; number of accidents; and percentage of flight objectives met). A total of 349 aircrew and maintenance military team members participated representing 81 aircrew and maintenance teams. Results revealed that team leader EI is significantly related to the presence of emotionally competent group norms (ECGN) on the teams they lead, and that ECGN are related to team performance. Results provide three main implications for practice: 1) employing leaders with developed EI competencies increases both their own personal performance as well as that of the teams they lead, 2) one means through which organizations can develop emotionally competent groups is to develop or hire emotionally competent managers who purposefully focus on developing ECGNs, and 3) in addition to developing emotionally competent first line leaders, organizations should develop emotionally competent executive leaders because each individual on the executive management team influences the development of ECGNs on the teams he or she leads.

Second International Congress on Emotional Intelligence

This event will be held in Cancun, Mexico, June 6-8, 2008. Click here for more information (in Spanish).

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. Click here for more information.

Sixth International Conference on Emotions and Organizational Life '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. Click here for more information.