Showing papers on "Emotional intelligence published in 2000"

Emotion regulation in the workplace: a new way to conceptualize emotional labor.

Abstract: The topic of emotions in the workplace is beginning to garner closer attention by researchers and theorists. The study of emotional labor addresses the stress of managing emotions when the work role demands that certain expressions be shown to customers. However, there has been no overarching framework to guide this work, and the previous studies have often disagreed on the definition and operationalization of emotional labor. The purposes of this article are as follows: to review and compare previous perspectives of emotional labor, to provide a definition of emotional labor that integrates these perspectives, to discuss emotion regulation as a guiding theory for understanding the mechanisms of emotional labor, and to present a model of emotional labor that includes individual differences (such as emotional intelligence) and organizational factors (such as supervisor support).

Emotions and Leadership: The Role of Emotional Intelligence

Abstract: This paper suggests that feelings (moods and emotions) play a central role in the leadership process. More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations. Four major aspects of emotional intelligence, the appraisal and expression of emotion, the use of emotion to enhance cognitive processes and decision making, knowledge about emotions, and management of emotions, are described. Then, I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness: development of collective goals and objectives; instilling in others an appreciation of the importance of work activities; generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision making and change; and establishing and maintaining a meaningful identity for an organization.

Models of emotional intelligence

Abstract: COMPETING MODELS OF EMOTIONAL INTELLIGENCE Studies of emotional intelligence initially appeared in academic articles beginning in the early 1990s. By middecade, the concept had attracted considerable popular attention, and powerful claims were made concerning its importance for predicting success. Emotional intelligence is the set of abilities that accounts for how people's emotional reports vary in their accuracy and how the more accurate understanding of emotion leads to better problem solving in an individual's emotional life. More formally, we define emotional intelligence as the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in the self and others (Mayer & Salovey, 1997). As of now, the academic concept has been developed over several theoretical articles (e.g., Mayer & Salovey, 1997; Salovey & Mayer, 1990) and is based on a growing body of relevant research (e.g., Averill & Nunley, 1992; Buck, 1984; Lane, Sechrest, Reidel et al., 1996; Mayer, DiPaolo, & Salovey, 1990; Mayer & Geher, 1996; Mayer & Stevens, 1994; Rosenthal, Hall, DiMatteo, Rogers, & Archer, 1979; Salovey, Mayer, Goldman, Turvey, & Palfai, 1995; see also, Salovey & Sluyter, 1997). Shortly after the academic work began, a popular book on the subject appeared (Goleman, 1995a). The book covered much of the literature reviewed in the aforementioned articles as well as considerable additional research on emotions and the brain, emotions and social behavior, and school-based programs designed to help children develop emotional and social skills.

The handbook of emotional intelligence : theory, development, assessment, and application at home, school, and in the workplace

Abstract: Contents. Foreword by Daniel Goleman. Introduction. CONCEPTUALIZATION OF KEY CONSTRUCTS. Social Intelligence: The Development and Maintenance of Purposive Behavior (S. Zirkel). Social Competence: The Social Construction of the Concept (K. Topping, et al.). An Overview of the Alexithymia Construct (G. Taylor & R. Bagby). Emotional Competence: A Developmental Perspective (C. Saarni). Emotional Intelligence as Zeitgeist, as Personality, and as a Mental Ability (J. Mayer, et al.). Pychological Mindedness and Emotional Intelligence (M. McCallum & W. Piper). Two Many Intelligences? Integrating Social, Emotional, and Practical Intelligence (J. Hedlund & R. Sternberg). NORMAL AND ABNORMAL DEVELOPMENT OF EMOTIONAL INTELLIGENCE. Levels of Emotional Awareness: Neurological, Psychological and Social Perspectives (R. Lane). Poor Judgement in Spite of High Intellect: Neurological Evidence for Emotional Intelligence (A. Bechara, et al.). Practical Intelligence and Its Development (R. Sternberg & E. Grigorenko). Development of Emotional Expression, Understanding, and Regulation in Infants and Young Children (E. Scharfe). Emotional Intelligence from the Perspective of the Five-Factor Model of Personality (R. McCrae). Intelligence, Emotion, and Creativity: From Trichotomy to Trinity (J. Averill). ASSESSMENT METHODS AND ISSUES. Assessment of Alexithymia: Self-Report and Observer-Rated Measures (G. Taylor, et al.). Selecting a Measure of Emotional Intelligence: The Case for Ability Scales (J. Mayer, et al.). Clustering Competence in Emotional Intelligence: Insights from the Emotional Competence Inventory (R. Boyatzis, et al.). Emotional and Social Intelligence: Insights from the Emotional Quotient Inventory (R. Bar-On). PREVENTION STRATEGIES AND INTERVENTIONS. Criteria for Evaluating the Quality of School-Based Social and Emotional Learning Programs (P. Graczyk, et al.). The Effectiveness of School-Based Programs for the Promotion of Social Competence (K. Topping, et al.). Social and Emotional Competence in the Workplace (C. Cherniss). Emotional Intelligence, Adaptation to Stressful Encounters and Health Outcomes (G. Matthews & M. Zeidner). Emotional Intelligence: Clinical and Therapeutic Implications (J. Parker).

Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory.

Abstract: Appeared in Reuven Bar-On and James D.A. Parker (editors)(2000), Handbook of Emotional Intelligence, San Francisco: Jossey-Bass, pages 343-362. Correspondence should be addressed to Richard E. Boyatzis, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, Ohio, USA, 44106-7235. Reproduced by The Consortium for Research on Emotional Intelligence in Organizations with special permission of the authors.

Transformational leadership and emotional intelligence: an exploratory study

Abstract: Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.

Emotional intelligence – A review and evaluation study

Abstract: This article reviews the literature on the subject of “emotional intelligence” (EQ) and attempts to pin‐down and define this nebulous construct, using competency‐based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency‐based scales – intellectual intelligence (IQ) and managerial intelligence (MQ) – which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by “performance analysis” than “classic paper and pencil tests”. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of “success” than either measure alone.

The emerging role of emotions in work life: An introduction.

Abstract: Research into the role that emotions play in organizational settings has only recently been revived, following publication in 1983 of Hochschild's The Managed Heart. Since then, and especially over the last five years, the tempo of research in this field has stepped up, with various initiatives such as conferences and email discussion lists playing significant roles. This Special Issue is another initiative in this genre. The six papers in the Special Issue were selected from forty submissions, and cover a wide range of contemporary research issues. The papers deal with the relationship of mood to job characteristics and to job satisfaction, manifestation of anger in dyadic relationships, perceptions and effects of emotional labor, emotional intelligence in selection interviews, and the effects of displays of sadness and anger by leaders. In this introduction, we broadly introduce the topic of emotions in workplace settings, summarize the six papers, and present some directions for future research.

Educational Policy on Emotional Intelligence: Does It Make Sense?

Abstract: Educational policy on emotional intelligence appears to be based more on mass-media science journalism than on actual educational and psychological research. The first section of this article provides an overview of the research areas of emotional intelligence, social and emotional learning, and character education; it further examines how these areas became linked in the popular press. The second section examines the scientific evidence for whether emotional intelligence underpins social and emotional learning, how emotional intelligence relates to success, and whether it is central to character. We conclude that educational policy in this area has outpaced the science on which it is ostensibly based, and recommendations for the future are made.

Emotional Intelligence: What it is and Why it Matters

Abstract: Cary Cherniss Graduate School of Applied and Professional Psychology Rutgers University 152 Frelinghuysen Road Piscataway, NJ 08854 732-445-2187 cherniss@rci.rutgers.edu www.eiconsortium.org Paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, New Orleans, LA, April 15, 2000

Relations of Emotional Intelligence, Practical Intelligence, General Intelligence and Trait Affectivity with Interview Outcomes: It's not all Just 'G'

Abstract: Emotional intelligence was conceptualized as competencies that may enable people to use emotions advantageously to achieve desired outcomes. Measures of three components of emotional intelligence (empathy, self-regulation of mood, and self-presentation) as well as affective traits (positive and negative affectivity) and general and practical intelligence were related to a major facet of work success, job interview performance. A sample of 116 undergraduates participated in a simulated job selection experience, consisting of paper and pencil tests and a videotaped structured interview. Results partially supported the proposed model. Some but not all of the affect and ability measures were related to interview outcomes, both directly and mediated by the interviewer's affective response (perceived similarity and liking). In addition to measures of emotional intelligence, measures of general and practical intelligence were associated with interview outcomes, but the orthogonality of IQ and the major emotion variables argue for the unique contributions of emotional intelligence and trait affect to interview success. Copyright © 2000 John Wiley & Sons, Ltd.

The EQ Edge : Emotional Intelligence and Your Success

Abstract: Since the late 1990s, MHS has administered an emotional intelligence (EQ-i) test to over one million people in 56 countries and has consequently built the world's most comprehensive data bank on EQ-i. The analysis clearly indicates strong links between emotional intelligence and proven success in people's personal and professional lives. This book shows how EQ-i can be determined and effectively improved upon on an individual basis. Case studies in the book show how EQ-i has predicted and assisted in the success of people in a wide variety of fields, from the military to professional sports, from bankers and doctors to collection agents, teachers and journalists. Only in recent years have psychologists begun to appreciate the powerful links between emotional intelligence and a greater, more satisfying and well-rounded definition of success that embraces the workplace, marriage and personal relationships, social popularity and well-being.

The role of job control as a moderator of emotional dissonance and emotional intelligence-outcome relationships.

Abstract: Job control may be defined as the latitude to make decisions and the freedom to select the most appropriate skills to complete the task. Emotional dissonance may be defined as the conflict between expressed and experienced emotions. In this study, job control and self-efficacy were theorized to jointly affect emotional dissonance. Individuals with high self-efficacy were found to be more satisfied under conditions of little job control, whereas those with low self-efficacy favored high job control. The impact of job control on emotional intelligence was also studied. Emotional intelligence may be defined as the set of skills that contribute to accurate self-appraisal of emotion as well as the detection of emotional cues in others and the use of feelings to motivate and achieve in one's life. Emotional intelligence and job control explained significant amounts of the variance in both job satisfaction and organizational commitment. Theoretical and practical implications are discussed.

Developing Emotional Intelligence

Abstract: While EI is often seen as the integrating thread weaving consistency into organization effectiveness interventions, a measurement tool is needed to bring the concepts of Emotional Intelligence to life. The Hay 360 Emotional Competence Inventory (ECI) provides such an assessment and development tool for building EI competencies in the workplace. This article aims to inform practitioners about ECI and provide some indication as to its potential. Productivity differentials, contribution to Selection, impact on sales, and EI as the key to Leadership are considered. The article concludes from the macro-level and considers: ‘How to develop an Emotionally Intelligent Organization’

Emotional intelligence in the collection of debt.

Abstract: Two studies are reported which compare more and less successful account officers (debt collectors) in terms of their emotional intelligence, measured using the BarOn Emotional Quotient Inventory. The findings support the view that higher levels of emotional intelligence lead to enhanced job performance. Implications for selection are considered in the conclusion.

Measuring emotional intelligence of medical school applicants.

Abstract: Purpose. To discuss the development, pilot testing, and analysis of a 34-item semantic differential instrument for measuring medical school applicants’ emotional intelligence (the EI instrument). Method. The authors analyzed data from the admission interviews of 147 1997 applicants to a six-year BS/MD program that is composed of three consortium universities. They compared the applicants’ scores on traditional admission criteria (e.g., GPA and traditional interview assessments) with their scores on the EI instrument (which comprised five dimensions of emotional intelligence), breaking the data out by consortium university (each of which has its own educational ethos) and gender. They assessed the EI instrument’s reliability and validity for assessing noncognitive personal and interpersonal qualities of medical school applicants. Results. The five dimensions of emotional intelligence (maturity, compassion, morality, sociability, and calm disposition) indicated fair to excellent internal consistency: reliability coefficients were .66 to .95. Emotional intelligence as measured by the instrument was related to both being female and matriculating at the consortium university that has an educational ethos that values the social sciences and humanities. Conclusion. Based on this pilot study, the 34-item EI instrument demonstrates the ability to measure attributes that indicate desirable personal and interpersonal skills in medical school applicants. Acad. Med. 2000;75:456‐463.

Training Tomorrow's Leaders: Enhancing the Emotional Intelligence of Business Graduates

Abstract: Educational institutions have traditionally focused primarily on the importance of IQ with less attention given to other types of intelligence. Yet many reserchers are begining to argue that intrap...