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Emotional Intelligence (EI) Describes The
Emotional Intelligence (EI) Describes The
Contents
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8 External links
Ability EI models
Mixed models of EI
Trait EI model
been found to be highly susceptible to faking (Day & Carroll, 2008; Grubb & McDaniel,
2007)
Similarly, Locke (2005) [29] claims that the concept of EI is in itself a misinterpretation of
the intelligence construct, and he offers an alternative interpretation: it is not another
form or type of intelligence, but intelligencethe ability to grasp abstractions--applied to
a particular life domain: emotions. He suggests the concept should be re-labeled and
referred to as a skill.
The essence of this criticism is that scientific inquiry depends on valid and consistent
construct utilization, and that in advance of the introduction of the term EI, psychologists
had established theoretical distinctions between factors such as abilities and
achievements, skills and habits, attitudes and values, and personality traits and emotional
states. [31] The term EI is viewed by some as having merged and conflated accepted
concepts and definitions.
assessment, and in the fact that scores on the MSCEIT are negatively distributed
(meaning that its scores differentiate between people with low EI better than people with
high EI).
[edit] Ability based measures are measuring knowledge (not actual ability)
Further criticism has been offered by Brody (2004),[37] who claimed that unlike tests of
cognitive ability, the MSCEIT "tests knowledge of emotions but not necessarily the
ability to perform tasks that are related to the knowledge that is assessed". The main
argument is that even though someone knows how he should behave in an emotionally
laden situation, it doesnt necessarily follow that he could actually carry out the reported
behavior.
The length of this "see also" section may adversely affect readability. Please
ensure that the "see also" links are not mentioned elsewhere in the article, are not
red links, are as few in number and as relevant as possible. (July 2009)
Collaborative intelligence
Consensus based assessment (CBA)
Creativity
Cultural Intelligence
Cyberflora
Dispositional Affect
Emotional bias
Emotional capital
Emotion work
Emotional contagion
Emotional labor
Emotions in Decision Making
Empathy
Human fit
Intelligence quotient
Intercultural competence
List of emotions
Motivation
People skills
Positive psychology
Psychological mindedness
Theory of multiple intelligences
Perception management
Scheler's Stratification of Emotional Life
Waldorf education
13. ^ http://www.psykologi.uio.no/studier/drpsych/disputaser/follesdal_summary.html Hallvard Fllesdal 'Emotional Intelligence as Ability: Assessing the Construct Validity of Scores from the MayerSalovey-Caruso Emotional Intelligence Test (MSCEIT)' Phd Thesis and accompanying papers,
University of Oslo 2008
14. ^ Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books
15. ^ Boyatzis, R., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional intelligence:
insights from the emotional competence inventory (ECI). In R. Bar-On & J.D.A. Parker (eds.):
Handbook of emotional intelligence (pp. 343-362). San Francisco: Jossey-Bass.
16. ^ Bradberry, Travis and Greaves, Jean. (2009). Emotional Intelligence 2.0. San Francisco:
Publishers Group West. ISBN 9780974320625
17. ^ Bar-On, R. (1997). The Emotional Quotient Inventory (EQ-i): a test of emotional intelligence.
Toronto: Multi-Health Systems.
18. ^ Kluemper, D. H. (2008) Trait emotional intelligence: The impact of core-self evaluations and
social desirability. Personality and Individual Differences, 44(6), 1402-1412. Lak
19. ^ Petrides, K. V., Pita, R., Kokkinaki, F. (2007). The location of trait emotional intelligence in
personality factor space. British Journal of Psychology, 98, 273-289.
20. ^ a b Petrides, K. V. & Furnham, A. (2000a). On the dimensional structure of emotional
intelligence. Personality and Individual Differences, 29, 313-320
21. ^ Petrides, K. V. & Furnham, A. (2001). Trait emotional intelligence: Psychometric investigation
with reference to established trait taxonomies. European Journal of Personality, 15, 425-448
22. ^ Petrides, K. V., & Furnham, A. (2003). Trait emotional intelligence: behavioral validation in two
studies of emotion recognition and reactivity to mood induction. European Journal of Personality,
17, 3975
23. ^ Mikolajczak, Luminet, Leroy, and Roy (2007). Psychometric Properties of the Trait Emotional
Intelligence Questionnaire: Factor Structure, Reliability, Construct, and Incremental Validity in a
French-Speaking Population. Journal of Personality Assessment, 88(3), 338353
24. ^ Vernon, P. A., Petrides, K. V., Bratko, D., & Schermer, J. A. (2008). A behavioral genetic study
of trait emotional intelligence. Emotion, 8, 635-642.
25. ^ Bar-On, Reuven; Parker, James DA (2000). The Handbook of Emotional Intelligence: Theory,
Development, Assessment, and Application at Home, School, and in the Workplace. San
Francisco, California: Jossey-Bass. ISBN 0787949841. pp. 40-59
26. ^ Taylor, Graeme J; Bagby, R. Michael and Parker, James DA (1997). Disorders of Affect
Regulation: Alexithymia in Medical and Psychiatric Illness. Cambridge: Cambridge University
Pres. ISBN 052145610X. pp.28-31
27. ^ Parker JDA, Taylor GJ, Bagby RM (2001). "The Relationship Between Emotional Intelligence
and Alexithymia". Personality and Individual Differences 30, 107115
28. ^ Vorst HCM, Bermond B (February 2001). "Validity and reliability of the Bermond-Vorst
Alexithymia Questionnaire". Personality and Individual Differences, Volume 30, Number 3, pp.
413434(22)
29. ^ a b c Locke, E.A. (2005). Why emotional intelligence is an invalid concept. Journal of
Organizational Behavior, 26, 425-431.
30. ^ a b c d Landy, F.J. (2005). Some historical and scientific issues related to research on emotional
intelligence. Journal of Organizational Behavior, 26, 411-424.
31. ^ Mattiuzzi, P.G. Emotional Intelligence? I'm not feeling it. everydaypsychology.com
32. ^ a b MacCann, C., Roberts, R.D., Matthews, G., & Zeidner, M. (2004). Consensus scoring and
empirical option weighting of performance-based emotional intelligence tests. Personality &
Individual Differences, 36, 645-662.
33. ^ Mikolajczak, M., Luminet, O., Leroy, C., & Roy, E. (2007). Psychometric properties of the Trait
Emotional Intelligence Questionnaire. Journal of Personality Assessment, 88, 338-353.
34. ^ Smith, L., Ciarrochi, J., & Heaven, P. C. L., (2008). The stability and change of trait emotional
intelligence, conflict communication patterns, and relationship satisfaction: A one-year
longitudinal study. Personality and Individual Differences, 45, 738-743.
35. ^ Austin, E.J. (2008). A reaction time study of responses to trait and ability emotional intelligence
test items. Personality and Individual Differences, 36, 1855-1864.
36. ^ Roberts, R. D., Zeidner, M., & Matthews, G. (2001). Does emotional intelligence meet
traditional standards for an intelligence? Some new data and conclusions. Emotion, 1, 196231
37. ^ Brody, N. (2004). What cognitive intelligence is and what emotional intelligence is not.
Psychological Inquiry, 15, 234-238.
38. ^ Cote, S. and Miners, C.T.H. (2006). "Emotional intelligence, cognitive intelligence and job
performance", Administrative Science Quarterly, 51(1), pp1-28.
Some supporting previous studies1)The effects of emotional intelligence on job performance and life
satisfaction for the research and development scientists in China
Journal
Publisher
Springer Netherlands
ISSN
2)
VOLUME 29 , NUMBER 7 -July 1998
eople who rise to the top of their field?whether it?s psychology, law, medicine,
engineering or banking?aren?t just good at their jobs. They?re affable, resilient and
optimistic, suggests a growing store of studies on professional leaders.
In other words, it takes more than traditional cognitive intelligence to be successful
at work. It also takes 'emotional intelligence,' the ability to restrain negative feelings
such as anger and self-doubt, and instead focus on positive ones such as confidence
and congeniality, claims an emerging school of behavioral thought. The theory first
captured the public imagination three years ago with the release of 'Emotional
Intelligence: Why it Can Matter More than IQ,' (Bantam, 1995) by psychologist
Daniel Goleman, PhD. In the book, Goleman stirred controversy with his claim that
people endowed with emotional skill excel in life, perhaps more so than those with a
high IQ. Goleman drew his propositions from behavioral, brain and personality
research by such psychologists as Peter Salovey, PhD, and John Mayer, PhD, who first
proposed the model of emotional intelligence.
In a new book to be released this fall, 'Working With Emotional Intelligence'
(Bantam), Goleman focuses on the need for emotional intelligence at work, an area
often considered more head than heart. Not only do bosses and corporate leaders
need high doses of emotional intelligence, but every people-oriented job demands it
too, Goleman argues. Also, whereas IQ is relatively fixed, emotional intelligence can
be built and learned, he claims. Companies can test and teach emotional intelligence,
and many employers are already beginning to do so, he says.
However, while some psychologists view Goleman?s proposition as an encouraging
prescription for building career skills, others say its validity is as yet unproven. Some
of the theory?s critics question the way emotional intelligence is defined and claim it
cannot be taught. Others maintain that cognitive and technical skills ultimately
qualify people for the best jobs and help them excel at those jobs.
Goleman is the keynote speaker for the APA Annual Convention Opening Session,
Friday, Aug. 14, at 5 p.m. in the Marriott Hotel, Yerba Buena Salon 9.
The definition question
At issue for many of the theory?s critics is the way Goleman defines emotional
intelligence. John Mayer, PhD, a University of New Hampshire psychologist, who was
one of the first to coin the term defines it more narrowly than Goleman. For Mayer,
emotional intelligence is the ability to understand how others? emotions work and to
control one?s own emotions. By comparison, Goleman defines emotional intelligence
more broadly, also including such competencies as optimism, conscientiousness,
motivation, empathy and social competence.
According to Mayer, these broader traits that Goleman relates to emotional
intelligence are considered personality traits by other theorists. For example,
psychologist Edward Gordon, PhD, says that emotional intelligence deals largely with
personality and mood, aspects of the individual that cannot be changed. Gordon,
president of a Chicago-based employee-training company, claims that improving
employees? literacy and analytical skills, not their emotional skills, is the best way to
boost job performance. 'Work success is mostly cognitively driven,' says Gordon.
'Emotion by itself won?t get you very far.'
Responding to such charges, Goleman says cognitive skill 'gets you in the door' of a
company, but emotional skill helps you thrive once you?re hired. To illustrate
Goleman?s point, psychologist Steven Stein, PhD, a marketer of tests that assess
employees? emotional intelligence quotient (EQ), cites the example of a Harvard
business graduate who received numerous job offers from companies clamoring to
hire her. However, due to a lack of emotional intelligence, the woman continually
sparred with her employers and couldn?t keep any of the jobs.
Studies of close to 500 organizations worldwide, reviewed by Goleman in his book,
indicate that people who score highest on EQ measures rise to the top of
corporations. 'Star' employees possess more interpersonal skills and confidence, for
example, than 'regular' employees who receive less glowing performance reviews.
'Emotional intelligence matters twice as much as technical and analytic skill
combined for star performances,' he says. 'And the higher people move up in the
company, the more crucial emotional intelligence becomes.'
EQ at work
Bosses and leaders, in particular, need high EQ because they represent the
organization to the public, they interact with the highest number of people within and
outside the organization and they set the tone for employee morale, says Goleman.
Leaders with empathy are able to understand their employees? needs and provide
them with constructive feedback, he says.
Different jobs also call for different types of emotional intelligence, Goleman says.
For example, success in sales requires the empathic ability to gauge a customer?s
mood and the interpersonal skill to decide when to pitch a product and when to keep
quiet. By comparison, success in painting or professional tennis requires a more
individual form of self-discipline and motivation.
And there are gender differences in emotional intelligence as well, says Stein. After
administering EQ assessments to 4,500 men and 3,200 women, his organization
found that women score higher than men on measures of empathy and social
responsibility, but men outperform women on stress tolerance and self-confidence
measures. In other words, says Stein, women and men are equally as intelligent
emotionally, but they?re strong in different areas.
Teaching emotional strength
Patterns of emotional intelligence are not fixed, however. So men and women can
boost their all-round EQ by building their emotional abilities where they lack them,
claims Stein.
Working with psychologists and executive coaches, for example, women can hone
their assertiveness skills and learn such stress-management techniques as
meditation, yoga and jogging, says Stein. Men can learn the importance of listening
to co-workers and customers, reading their moods and winning their trust?all
increasingly important aspects of leadership, teamwork and customer and co-worker
relations, says Stein.
Indeed, notes Goleman, the real value of the growing work on emotional intelligence
is its implications for workplace training.
'IQ is relatively stable throughout life but much of emotional skill is learned,' says
Goleman. 'There?s a huge market for psychologists as executive coaches, helping
people in the workplace build their emotional competencies.'
Goleman predicts companies will increasingly opt for EQ training as they realize that
it raises job productivity and customer satisfaction. His book explores models and
guidelines for such training.
'Emotional intelligence affects just about everything you do at work,' says Goleman.
'Even when you work in a solitary setting, how well you work has a lot to do with
how well you discipline and motivate yourself.'
? 'Emotional Development and Emotional Intelligence,' by Peter Salovey, PhD, and
John Mayer, PhD (Basic Books, 1997).
? 'Executive EQ: Emotional Intelligence in Leadership and Organization,' by Robert
Cooper and Ayman Sawaf (Perigree, 1998).
? 'Emotional Intelligence at Work,' by Hendrie Weisinger, PhD (Jossey-Bass, 1997).
? 'Enhancing Learning in Training and Adult Education,' by Ronald Morgan, PhD,
Judith Ponticell, PhD, and Edward Gordon, PhD (Praeger, 1998).
ABSTRACT
Professional salespeople are often placed in situations where role conflict and ambiguity are
prevalent. They are generally expected to sell a firm's products and services to generate
immediate profits, while simultaneously building customer satisfaction and promoting lifetime
customers and the long-term economic viability of the firm. The concept of customer-oriented
selling illustrates the conflict, as salespeople are required to forgo immediate benefits in lieu of
long-term rewards. The purpose of this study was to determine the relationships existing between
customer-oriented selling, emotional intelligence, and organizational commitment. The results
indicate that a salesperson's customer orientation level is significantly related to emotional
intelligence. Implications of the findings indicate that managers should consider using emotional
intelligence as a selection and human-resource development tool, as improvements in emotional
intelligence are correlated with greater levels of customer orientation. 2004 Wiley Periodicals,
Inc.
Article Request:
Article Information:
Title:
EMOTIONAL INTELLIGENCE IN THE WORKPLACE: EXPLORING
ITS EFFECTS ON OCCUPATIONAL STRESS AND
ORGANIZATIONAL COMMITMENT
Author(s):
Ioannis Nikolaou, Ioannis Tsaousis
Journal:
International Journal of Organizational Analysis
Year:
2002
Volume:
10
Issue:
4
Page:
327 - 342
ISSN:
1055-3185
DOI:
10.1108/eb028956
Publisher:
MCB UP Ltd
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Abstract:
The purpose of the present study is to explore the relationship between
emotional intelligence and sources of occupational stress and outcomes on a
sample of professionals in mental health institutions. A total of 212 participants
were administered the Emotional Intelligence Questionnaire as well as the
Organizational Stress Screening Tool (ASSET), a new organizational screening
tool, which measures workplace stress. The results were in the expected
direction showing a negative correlation between emotional intelligence and
stress at work, indicating that high scorers in overall EI suffered less stress
related to occupational environment. A positive correlation was also found
between emotional intelligence and organizational commitment, which according
to the ASSET model is considered as a consequence of stress, suggesting a new
role for EI as a determinant of employee loyalty to organizations. Finally, the
relationship between EI, job stress, and various demographic variables such as
gender, age, and education was investigated and results are discussed in the
light of the organizational framework.
Keywords:
Article Type:
General review
Article URL:
http://www.emeraldinsight.com/10.1108/eb028956
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Article Request:
Article Information:
Title:
The relationship between emotional intelligence and work
attitudes, behavior and outcomes: An examination among senior
managers
Author(s):
Abraham Carmeli
Journal:
Journal of Managerial Psychology
Year:
2003
Volume:
18
Issue:
8
Page:
788 - 813
ISSN:
0268-3946
DOI:
10.1108/02683940310511881
Publisher:
MCB UP Ltd
Document Access:
Existing customers:
Please login above.
You do not have rights to view the article
Purchase this document:
Price payable: GBP 13.00
plus handling charge of GBP 1.50 and VAT where applicable.
Purchase
Abstract:
The literature suggests that managerial skills in general, and emotional
intelligence in particular, play a significant role in the success of senior managers
in the workplace. This argument, despite its popularity, remains elusive. This can
be attributed to the fact that although a few studies have provided evidence to
support this argument, it has not received an appropriate empirical investigation.
This study attempts to narrow this gap by empirically examining the extent to
which senior managers with a high emotional intelligence employed in public
sector organizations develop positive work attitudes, behavior and outcomes.
The results indicate that emotional intelligence augments positive work attitudes,
altruistic behavior and work outcomes, and moderates the effect of work-family
conflict on career commitment but not the effect on job satisfaction.
Keywords:
Altruism, Family friendly organizations, Job commitment, Job satisfaction
Article Type:
Research paper
Article URL:
http://www.emeraldinsight.com/10.1108/02683940310511881