This study explored the relationship between EI, leadership, and job performance within the British Royal Navy. Data were gathered from performance appraisal records and the Leadership Dimensions Questionnaire (LDQ) consisting of three clusters, Intellectual (IQ), Emotional (EQ) and Managerial (MQ). The LDQ provides a mechanism through which respondents can determine their dominant leadership style within Engaging, Goal Oriented, or Involving styles. Results showed that IQ, EQ, and MQ are all highly significantly related to overall performance for the total sample, but only EQ and MQ are significant for Officers (i.e., individuals with high job rank such as Commander), and IQ and MQ for Ratings (i.e., individuals with low job rank such as Warrant). EQ made a greater contribution to overall performance, to Officer Leadership appraisal and to all three leadership styles than IQ or MQ.

Jacques, F. J., & Kline, T. J. B. (2006). The role of self-differentiation in predicting emotional intelligence and leadership. International Journal of Work Organisation and Emotion, 1(4), 379-398.

This study examines the relationship between EI, as measured by a self-report measure developed and validated by Schute et al. (1998), self-differentiation, and transformational leadership among mid-career professionals attending an extended leadership program in Canada. The appraisal and expression of emotion aspect of EI was consistently predictive of all aspects of transformational leadership. Utilization of emotion was more sporadic insofar as it predicted two of the four aspects of transformational leadership (i.e., idealized influence and intellectual stimulation). Regulation of Emotion was negatively related to three of the four aspects of transformational leadership. Overall, there were strong links between the elements of EI and the factors of leadership. Findings also showed that self-differentiation predicted two of the four aspects of transformational leadership, as well as two of the three elements of EI (i.e., appraisal and regulation but not utilization of emotion).

NEXUS EQ 2007 - 6th Emotional Intelligence World Summit (Sept. 10-12, 2007, near Johannesburg)

Leaders, Educators, HR professionals, EQ Practitioners, Psychologists, Researchers and Line Managers are invited to participate in Nexus EQ 2007 and learn about best practice, the latest science and renewed commitment in EI at the world's premier Emotional Intelligence Conference. There will be three tracks at the conference: (1) Business: The Heart of Performance - Tap the power of emotional intelligence to optimize leadership and organizational performance; (2) Education: The Inside Path to Learning - Apply emotional intelligence to enhance student success, safety, and reach optimal potential; (3) Practitioners: From Vision to Action - Enhance your assessment, training, coaching, and mentoring with the latest research and best practice. Click here for more information.

The First International Congress on Emotional Intelligence 2007 (September 19-21, 2007, Spain)

This congress has three main objectives: 1) reviewing already existing conceptual models of EI, together with theoretical aspects of the concept; 2) analyzing the latest achievements regarding the available approaches for the assessment of EI; 3) showing the impact of EI in the applied field especially those of health, education, and organizations. Click here for more information.

Call for Papers - 2nd Asia-Pacific Symposium on Emotions in Worklife

Emotions researchers are warmly invited to participate in the 2nd Asia-Pacific Symposium on Emotions in Worklife. The symposium will be held at Bond University, Gold Coast, Australia on the 23rd November 2007. A limited number of Travel Support Scholarships are available to doctoral students wishing to attend the symposium. Applications will be assessed based on individual need and the quality of their paper submission. For paper submission procedure email Jane Murray.

Call for papers - The Journal of Business Perspectives: Special Issue on Emotional Intelligence

VISION - The Journal of Business Perspectives - is a quarterly, peer-reviewed international journal published by Management Development Institute, Gurgaon, India and is listed with EBSCO database. It publishes research papers, articles, and management cases on contemporary topics in all areas of management, economics and social science issues affecting the business environment. This is a call for original and unpublished papers, articles, and case studies on EI for its January - March 2008 special issue on EI. Click here for more information.

Matthews, G., Zeidner, M. & Roberts, R. D. (2007). Science of Emotional Intelligence: Knowns and Unknowns. Oxford University Press.

During the past decade, EI has been subjected to both scientific and public scrutiny. Numerous articles have been published on the topic in both academic journals and the popular press, testifying to the potential usefulness of EI in psychology, business, education, the home, and the workplace. However, until now, there has been no systematic synthesis that grounds EI in contemporary theory, while simultaneously sorting scientific approaches from popular fads and pseudoscience. Bringing together leading international experts from a variety of sub-disciplines, this volume aims to integrate recent research on EI. In the final section of the book, the volume editors distill and synthesize the main points made by these experts and set forth an agenda for building a science of emotional intelligence in the future. - adapted from publisher's description

Cavallo, K., & Brienza, D. (2002). Emotional competence and leadership excellence at Johnson & Johnson: The emotional intelligence and leadership study. CREIO.

A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers. Participants were randomly selected, then coded for performance rating, potential code, gender, functional group and regional area. More than fourteen hundred employees took part in a one hundred and eighty three question multi-rater survey that measured a variety of competencies associated with leadership performance including those commonly referred to as Emotional Intelligence. Results showed that the highest performing managers have significantly more "emotional competence" than other managers. There was strong inter-rater agreement among Supervisors, Peers, and Subordinates that the competencies of Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst differentiate superior performers. The high potential managers received higher scores in the emotional competencies by Peers and Supervisors, but not by Subordinates. Some gender difference was found, with Supervisors rating Females higher in Adaptability and Service Orientation, while Peers rated Females higher on Emotional Self-Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication. Direct reports scored Males higher in Change Catalyst.