Barbuto, J. E., & Burbach, M. E. (2006). The emotional intelligence of transformational leaders: A field study of elected officials. Journal of Social Psychology, 146(1), 51-64.

This study explored the relationship between EI, as measured by a self-report instrument developed by Carson et al. (2000), and transformational leadership, as measured by the Multifactor Leadership Questionnaire. Participants were 80 elected public officials in the United States and 3 to 6 direct-report staffers for each leader. The direct-report staffers functioned as raters in the present experiment. Results revealed that the leaders' EI shared significant variance with self-perceptions and rater- perceptions of transformational leadership. Results also found a stronger relation between EI and transformational leadership in leader self-reports than in rater reports, and this finding might be best explained by the common method bias. The findings across methods indicate a modest relationship between EI and transformational leadership. According to the EI subscales, empathetic response is the most consistent antecedent of transformational leadership behaviors.

Butler, C. J., & Chinowsky, P. S. (2006). Emotional intelligence and leadership behavior in construction executives. Journal of Management in Engineering, 22(3), 119-125.

This study examined the relationship between EI, as measured by the EQ-i, and leadership, as measured by the MLQ Form 5X, which analyzes leadership traits in three primary areas: transformation, transactional, and laissez-faire behaviors. Participants were 130 construction executives who typically had the titles of president or vice president. Results found a positive relationship between total EQ and transformational leadership and that 34% of the variance in transformational leadership was explained by total EQ. The authors identify five specific components of EI that are related to transformational leadership behaviors at a convincing level of statistical significance. Of particular importance is the identification of interpersonal skills and empathy as key EI competencies that need additional attention during the development of construction industry executives.

Call for papers - The International Society for Research on Emotions (ISRE) (July 11-15, 2007, Queensland, Australia)

The ISRE is currently accepting submissions for symposia, presentations and posters. Proposals should address topics of broad appeal to ISRE members. Papers can have empirical or theoretical content, and may address topics at the forefront of research in any of the disciplines interested in the emotions. Please note that the deadline for submission is March 1, 2007. Click here for more information.

Call for papers - The Association on Employment Practices and Principles (AEPP): Fifteenth Annual International Conference (October 4-6, 2007, Fort Lauderdale, Florida)

The Association On Employment Practices And Principles (AEPP) focuses on the quality of life in work organizations, and promotes an awareness of ethics, social responsibility and justice. The AEPP hosts annual international conferences that are personal, inclusive, supportive and democratic. The fifteenth annual international conference theme is "Managing Stakeholder Relationships." Submission deadline is April 15, 2007. Click here for more information.

Call for papers - Fourth International Conference on The (Non) Expression of Emotions in Health and Disease (October 22-24, 2007, Tilburg University, Netherlands)

This three-day-conference aims to offer a broad scope of topics related to the way people express their feelings and factors inhibiting the display of emotions. In addition, the psychological and physiological effects of expression and inhibition will be critically evaluated. The emphasis will be on research relevant for clinical practice and on applications in health psychology, behavioral medicine, psychiatry, and psychosomatics. The program will include plenary sessions featuring international experts in the field, workshops, symposia and poster sessions. Click here for abstract submission.

Linking Emotional Intelligence And Performance At Work: Current Research Evidence With Individuals and Groups (Hardcover) (2005) by Vanessa Urch Druskat, Fabio Sala, & Gerald Mount

In this edited volume, leading edge researchers discuss the link between EI and workplace performance. A unique feature of this book is that it integrates the work of social scientists and organizational practitioners. Their mutual interests in EI provide a unique opportunity for basic and applied research and practices to learn from one another in order to continually refine and advance knowledge on EI. The primary audience for this book is researchers, teachers, and students of psychology, management, and organizational behavior. Due to its clear practical applications to the workplace, it will also be of interest to organizational consultants and human resource practitioners. - from publisher's description

The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership (Hardcover) (2004) by David R. Caruso & Peter Salovey

We have long been taught that emotions should be felt and expressed in carefully controlled ways, and then only in certain environments and at certain times. This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us. The authors believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means to think, reason, and to be intelligent. In this book, they show that emotion is not just important, but absolutely necessary for us to make good decisions, take action to solve problems, cope with change, and succeed.  - from publisher's description

We currently have 6 organizational members who have been part of the Consortium for many years. We would be delighted to have 1 or 2 more organizations join us. Organizational members partner with the Consortium for the purpose of applied research related to EI in the workplace.