- Business Case for Emotional Intelligence
- Do Emotional Intelligence Programs Work?
- Emotional Competence Framework
- Emotional Intelligence: What it is and Why it Matters
- Executives' Emotional Intelligence (mis) Perceptions
- Guidelines for Best Practice
- Guidelines for Securing Organizational Support For EI
- Johnson & Johnson Leadership Study
- Ontario Principals’ Council Leadership Study
- Technical Report on Developing Emotional Intelligence
- Emotional Intelligence Quotient (EQ-i)
- Emotional & Social Competence Inventory 360 (ESCI)
- Emotional & Social Competence Inventory-University (ESCI-U)
- Genos Emotional Intelligence Inventory (Genos EI)
- Group Emotional Competence Inventory (GEC)
- Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
- Schutte Self-Report Inventory (SSRI)
- Trait Emotional Intelligence Questionnaire (TEIQue)
- Wong's Emotional Intelligence Scale
- Work Group Emotional Intelligence Profile (WEIP)
- Model Programs
- Achievement Motivation Training
- Care Giver Support Program
- Competency-Based Selection
- Emotional Competence Training - Financial Advisors
- Executive Coaching
- Human Relations Training
- Interaction Management
- Interpersonal Conflict Management - Law Enforcement
- Interpersonal Effectiveness Training - Medical Students
- JOBS Program
- Self-Management Training to Increase Job Attendance
- Stress Management Training
- Weatherhead MBA Program
- Williams' Lifeskills Program
- Article Reprints
The Consortium for Research on Emotional Intelligence in Organizations was founded in 1996 to aid the advancement of research and practice related to emotional intelligence in organizations. The following research projects and articles are provided by the Consortium to support this mission. Full-text documentation of each of these articles available for download free of charge.
Technical Report on Training and Development: In an effort to encourage high practice standards related to the training and development of social and emotional competence in the workplace the Consortium conducted an exhaustive review of the literature. Based on 30 years of research on behavior change, training, and development these guidelines offer the practitioner practical guidance in developing social and emotional competencies at work.
Guidelines for Best Practice: These guidelines represent an abbreviated form of the Consortium's technical report and lists the 22 guidelines for best practice in the area of training and developing social and emotional competencies at work.
The Business Case for Emotional Intelligence: Using data from a variety of sources, it shows how emotional intelligence contributes to the bottom line in any work organization. It can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations.
EQ and the Bottom Line: Emotional Intelligence Increases Individual Occupational Performance, Leadership and Organisational Productivity: The primary objective of this report by Geetu Bharwaney, Reuven Bar-On and Adèle MacKinlay is to show that the development of emotional intelligence increases occupational performance, leadership and organisational productivity. The report focuses on research and applied issues related to the use of the Emotional Quotient Inventory (EQ-i) in the workplace.
Guidelines for Securing Organizational Support for Developing Emotional Intelligence: These guidelines are based on research conducted on the Emotional Competence Training Program at American Express Financial Advisors.
Do Programs Designed to Increase Emotional Intelligence at Work-Work?: The recent and widespread interest in the importance of emotional intelligence (EI) at work (Goleman, 1995) has led to the development of programs that are designed to (1) educate people about the relevance of emotional intelligence in the workplace, (2) assess their relative strengths and weaknesses, and (3) provide a framework to develop and enhance their ability to interact with others with greater emotional intelligence (Boyatzis, 1999). The present research will attempt to provide some evidence for the effectiveness of an emotional intelligence training program; specifically, whether participants' scores on a measure of EI improve after exposure to a program designed to increase emotional intelligence at work.
Emotional Competence Framework: Another goal of the consortium was to develop a generic competency framework based on social and emotional competencies that have been shown to be crucial for success at work.
Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study: 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.
The Training of Emotional Competence in Financial Advisors. In this article the authors document the effects of emotional competence training on a group of financial advisors at American Express Financial Advisors.
It's Lonely at the Top: Executives' Emotional Intelligence Self [Mis] Perceptions: The research presented in the report will explore the relationship between self-other discrepancy and job level with a measure of emotional intelligence. It is hypothesized that self-other discrepancy scores will be higher for those individuals who have higher level jobs. Although one might assume that higher level (i.e., more successful) managers ought to possess a better understanding of themselves; it is also possible that as managers move up within an organization, there are fewer "sounding boards" that provide opportunities to get feedback from others. Therefore, because of this, higher level managers may have less opportunity to calibrate their self-perceptions against those of others.
Stone, H., Parker, J. D. A., Wood, L. M. (2005, Feb). Report on the Ontario Principals’ Council Leadership Study. The purpose of the Ontario Principals’ Council leadership study was to explore the relationship between emotional intelligence and school leadership. Specifically, this project sought to identify key emotional and social competencies required by school administrators (principals and vice-principals) to successfully meet the demands and responsibilities of their positions.
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News and Events
Check out our new EVENTS section to find out about the latest conferences and training opportunities involving members of the EI Consortium.
Interview with Dr. Daniel Goleman
Listen to an interview with Dr. Goleman on his new book Focus: The Hidden Driver of Excellence. In the book Dan helps readers to understand the importance and power of the ability to focus one's attention, will power, and cognitive control in creating life success. Click here to listen to the interview.
Interview with Dr. John Mayer
How Personal Intelligence Shapes Our Lives: A Conversation with John D. Mayer. From picking a life partner, to choosing a career, Jack explains how personal intelligence has a major impact on our ability to make successful decisions. Click here to listen to the interview.
Interview with Dr. Cary Cherniss
Interview with Dr. Marc Brackett
Click HERE to listen to an interview with Marc Brackett, the newly appointed leader of the Center of Emotional Intelligence which will begin operation at Yale University in April, 2013. In this interview Dr. Brackett shares his vision for the new center.
Emotional and Social Intelligence Competencies: Cross Cultural Implications
Continued research on the assessment and development of emotional and social intelligence competencies represents an opportunity to further both theoretical and applied applications of behavioral science to the management of human capital. While the field has continued to expand over the preceding decades, research has often trailed application, especially as it relates to cross-cultural validity. The purpose of this special issue of Cross Cultural Management - An International Journal serves to focus on cultural issues related to applied use of emotional and social intelligence competencies in diverse cultures. Articles in the special issue include data from various countries including India, Peru, China, Italy, Australia, and the United States. Click here to read more.