Psychology has long been enamored of the dark side of human existence, rarely exploring a more positive view of the mind. What has psychology contributed, for example, to our understanding of the various human virtues? Regrettably, not much. The last decade, however, has witnessed a growing movement to abandon the exclusive focus on the negative. Psychologists from several subdisciplines are now asking an intriguing question: "What strengths does a person employ to deal effectively with life?" The Handbook of Positive Psychology provides a forum for a more positive view of the human condition. In its pages, readers are treated to an analysis of what the foremost experts believe to be the fundamental strengths of humankind. Both seasoned professionals and students just entering the field are eager to grasp the power and vitality of the human spirit as it faces a multitude of life challenges. The Handbook is the first systematic attempt to bring together leading scholars to give voice to the emerging field of positive psychology.

Handbook of positive psychology

Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.

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The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study

Performance-based measures of emotional intelligence (EI) are more likely than measures based on self-report to assess EI as a construct distinct from personality. A multivariate investigation was conducted with the performance-based, Multi-Factor Emotional Intelligence Scale (MEIS; J. D. Mayer, D. Caruso, & P. Salovey, 1999). Participants (N = 704) also completed the Trait Self-Description Inventory (TSDI, a measure of the Big Five personality factors; Christal, 1994; R. D. Roberts et al.), and the Armed Services Vocational Aptitude Battery (ASVAB, a measure of intelligence). Results were equivocal. Although the MEIS showed convergent validity (correlating moderately with the ASVAB) and divergent validity (correlating minimally with the TSDI), different scoring protocols (i.e., expert and consensus) yielded contradictory findings. Analyses of factor structure and subscale reliability identified further measurement problems. Overall, it is questionable whether the MEIS operationalizes EI as a reliable and valid construct.

Does emotional intelligence meet traditional standards for an intelligence? Some new data and conclusions.

Cet article est une revue critique des theories et resultats empiriques favorables a l’intelligence emotionelle (I.E.) et a son pretendu role dans l’environnement professionnel. On s’interesse au statut suppose de l’I.E. dans la performance au travail, la satisfaction et l’evaluation de la carriere et des competences (surtout dans la domaine de la selection et de l’orientation). Globalement, cette revue de questions prouve que les recherches recentes ont fait de grands pas dans la comprehension de l’utilite de l’I.E. au travail. Les preuves strictement scientifiques sont cependant insuffisantes, la litterature accordant une confiance excessive aux avis d’experts, aux anecdotes, aux etudes de cas et aux enquetes privees non publiees. On propose, a la fin de l’article, quelques directives pratiques pour favoriser le developpement et l’utilisation de mesures de l’I.E. dans les situations professionnelles.

This paper critically reviews conceptualisations and empirical evidence in support of emotional intelligence (EI) and its claimed role in the occupational environment. Consideration is given to the purported status of EI in occupational and career assessment (with particular emphasis on personnel selection and placement), job performance, and satisfaction. Overall, this review demonstrates that recent research has made important strides towards understanding the usefulness of EI in the workplace. However, the ratio of hyperbole to hard evidence is high, with over-reliance in the literature on expert opinion, anecdote, case studies, and unpublished proprietary surveys. The review concludes by providing a number of practical guidelines for the development and implementation of EI measures within occupational settings.

Emotional Intelligence in the Workplace: A Critical Review

Based on psychological and neurobiological theories of core affective experience, we identify a set of direct and indirect paths through which affective feelings at work affect three dimensions of behavioral outcomes: direction, intensity, and persistence. First, affective experience may influence these behavioral outcomes indirectly by affecting goal level and goal commitment, as well as three key judgment components of work motivation: expectancy judgments, utility judgments, and progress judgments. Second, affective experience may also affect these behavioral outcomes directly. We discuss implications of our model.

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The Role of Affective Experience in Work Motivation

Increasing Your Emotional Intelligence. Developing High Self--Awareness. Managing Your Emotions. Motivating Yourself. Using Your Emotional Intelligence in your Relations with Others. Developing Effective Communication Skills. Developing Interpersonal Expertise. Helping Others Help Themselves. Appendix: Developing Your Emotional Intelligence.

Renee L. Loth Cali

Papers

Emotional intelligence at work: The untapped edge for success