This study analyzed leader EI scores, measured via skill and ability methodologies, against leader job performance, as assessed using subordinate ratings based on a 9-item measure constructed to provide an overall index of job performance. Two hundred twelve employees from three organizations participated in this study. Scores on the Emotional Intelligence Appraisal (EIA), a multi-rater skill-based assessment, were positively, though not significantly, correlated with scores on the MSCEIT, an ability-based assessment of EI. Scores on the MSCEIT did not have a significant relationship with job performance, whereas, scores on the EIA had a strong link to leader job performance. Within the EIA, the relationship management dimension was a stronger predictor of leader job performance than the other three subcomponents (i.e., self-awareness, self-management, and social awareness). This finding suggests that managing the emotional side of relationships has a greater impact on job performance than awareness of emotions or self-management. Another significant finding was that factor analyses of the EIA yielded a two-component model of EI encompassing personal and social competence, rather than confirmation of a four-part taxonomy.

Byrne, J.C., Dominick, P.G., Smither, J.W. & Reilly, R.R. (2007). Examination of the discriminant, convergent, and criterion-related validity of self-ratings on the emotional competence inventory. International Journal of Selection and Assessment, 15(3), 341-353.

This study examines the discriminant, convergent and divergent validity of the Emotional Competence Inventory (ECI) self-ratings based on a sample of 324 graduate management students. Results found that self-ratings on the ECI had small relationships with, but a distinct factor structure from, the Big-Five personality dimensions, as measured by the NEO Five-Factor Inventory. ECI self-ratings were unrelated to academic performance and general mental ability. However, ECI self-ratings did have significant, albeit small, correlations with Emotional Competence-related behaviors and peer nominations of influence during a leaderless group discussion, coworkers' ratings of managerial skills, and number of promotions received. The findings imply that the ECI could be useful to organizations because it assesses important concepts related to performance.