Groves, K. S. (2006). The effects of leader emotional expressivity on visionary leadership, leadership effectiveness, and organizational change. Leadership and Organization Development Journal, 27(1), 556-583.

The purpose of this study was to delineate the relationships among emotional expressivity, visionary leadership, and organizational change magnitude. Cross-sectional data from 108 senior organizational leaders and 325 of their direct followers were collected from 64 organizations across numerous industries. Leaders completed measures of emotional expressivity and organizational change magnitude, while followers provided ratings of visionary leadership, leadership effectiveness, and organizational change magnitude. Results revealed that emotional expressivity was strongly related to visionary leadership and moderated the relationship between visionary leadership and organizational change magnitude. Visionary leaders with high emotional expressivity skills facilitated the greatest organizational changes in their respective organizations.

Lopes, P. N., Grewal, D., Kadis, J., Gall, M., & Salovey, P. (2006). Evidence that emotional intelligence is related to job performance and affect and attitudes at work. Psicothema, 18, 132-138.

This study examined the relation between EI, as measured by the MSCEIT, and workplace outcomes of 44 analysts and clerical employees from the finance department of a Fortune 400 insurance company. Results revealed that high EI employees received greater merit increases and held higher company rank than their counterparts. These employees also received better peer and/or supervisor ratings of interpersonal facilitation and stress tolerance. With few exceptions, relations between EI and workplace outcomes remained statistically significant after controlling for other predictors, including age, gender, education, verbal ability, the Big Five personality traits, and trait affect.

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

Twenty-three years of ISRE conferences, with their emphasis on multi-disciplinarity and showcasing emerging areas of research, have done much to integrate what once were a dozen pockets of research interest tucked away in the corners of various disciplines into a prominent research field. Interest in the emotions continues to grow in disciplines including philosophy, anthropology, linguistics, and cognitive neuroscience, as well as several fields of psychology, and ISRE conferences continue to perform this vital integrative function. ISRE conferences attract not only established leaders in emotion research, but many promising early-career researchers. Click here for more information.

Call for papers - The First International Congress on Emotional Intelligence

The First International Congress on Emotional Intelligence is to call more than 200 well-known researchers from very different disciplines and scientific perspectives. They will contribute to analyzing important theoretical, empirical, and applied aspects of EI related to varied fields such as health, education, and business. Contributors can submit two types of proposals: oral papers and posters. The deadline for contributions submission is June 15, 2007. Click here for more information.

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.

Coping with Toxic Managers, Subordinates ... And Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Paperback) by Roy H. Lubit

Many managers engage in destructive behavior that does considerable harm to their subordinates, their organization, and eventually themselves. Whether they are narcissistic, unethical, rigid, or aggressive, working with them can be a nightmare. In Coping with Toxic Managers, psychiatrist and organizational consultant Dr. Roy H. Lubit shows you how to develop your emotional intelligence and protect yourself and your organization from the destructive impact of toxic managers. - from publisher's description.

The Business Case for Emotional Intelligence by Cary Cherniss, Ph.D.

The 19 points highlighted in this report build a case for how EI contributes to the bottom line in any work organization. Based on data from a variety of sources, this report can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations.

1) The US Air Force used the EQ-I to select recruiters (the Air Force's front-line HR personnel) and found that the most successful recruiters scored significantly higher in the emotional intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional Self Awareness. The Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually.