Emotional Intelligence

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The International Conference on EI - ICEI

ICEI™ aims to further the understanding of EI and human performance. Join business leaders and EI experts from various communities as they gather in Chicago this June for ICEI 2008. Read more

EMONET VI

The Sixth Conference on Emotions and Organizational Life ('Emonet VI') will be held in Fontainebleau, France, July 17-19, 2008. The purpose of the conference is to showcase leading-edge research into the role of emotion in organizational settings.

Social Intelligence and Advances

in Management

The joint conference of the 1st annual International Conference on Social Intelligence (ICSI) & 15th annual International Conference on Advances in Management (ICAM) will be held at Boston on July 16-19, 2008. The purpose of the conference is to encourage scholars to share their theory, research, and experience on multiple intelligences in order to provide effective responses to leadership challenges of the 21st century.

Higher Education Symposium on Emotional Intelligence

Interested faculty, staff, and students are invited to join this unique event detailing the place of Emotional Intelligence in colleges and universities. Presentations will cover a range of topics, including exploring the impact of Emotional Intelligence on student, program, and institutional outcomes.

Any written material on this web site can be copied and used in other sources as long as the user acknowledges the author of the material (if indicated on the web site) and indicates that the source of the material was the web site for the Consortium for Research on Emotional Intelligence in Organizations.

The Business Case for EI

The following 19 points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations. The Consortium also invites submissions of other research for the Business Case. All submissions will be reviewed to determine their suitability.

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Guidelines for Best Practice

These guidelines are based on an exhaustive review of the research literature in training and development, counseling and psychotherapy, and behavior change. The guidelines are additive and synergistic; to be effective, social and emotional learning experiences need not adhere to all of these guidelines, but the chances for success increase with each one that is followed.

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Recent Books

Emmerling, R. J., Shanwal, V. K., & Mandal, M. K. (Eds.) (2008). Emotional intelligence: Theoretical and cultural perspectives. Nova Science Publishers.

This book is designed to meet the growing need among researchers, graduate students, and professionals to look into the existing theoretical models as well as developing theories related to emotional intelligence. The primary aim of the book is to help readers get a view of current conceptualizations of emotional intelligence, while providing an opportunity to see how emotional intelligence has been interpreted and applied throughout the world. Psychological processes are expected to vary according to cultural meaning and practices. Recent studies indicate that emotional intelligence influences behavior in a wide range of domains including school, community, and the workplace. At the individual level, it has been said to relate to academic achievement, work performance, our ability to communicate effectively, solve everyday problems, build meaningful interpersonal relationships, and even our ability to make moral decisions. Given that EI has the potential to increase our understanding of how individuals behave and adapt to their social environment, it is an important topic for study.

Research Digest

This section of the EI Consortium web site is intended to keep you updated with the latest research findings. We will be summarizing the latest research in the area of emotional intelligence in the workplace by providing you with abstracts of the latest articles from the literature. Each month we will be highlighting a different area from the scholarly literature on emotional intelligence. If you want research updates sent to you automatically, just sign up for our monthly newsletter.

Boyatzis, R. E., & Saatcioglu, A. (2008). A twenty-year view of trying to develop emotional, social and cognitive intelligence competencies in graduate management education. Journal of Management Development, 27(1), 92-108.

The paper presents a comprehensive review of 17 longitudinal studies of the impact of a particular MBA program on developing emotional, social and cognitive intelligence competencies. The findings indicate that competencies that predict effectiveness in management and leadership can be improved in adults through a graduate management program and that these improvements can sustain out as far as seven years. The main implication of this paper is that EI based competencies can be developed but that development can be eroded without continuous improvement and renewal.

Groves, K. S., McEnrue, M. P., & Shen, W. (2008). Developing and measuring the emotional intelligence of leaders. Journal of Management Development, 27(2), 225-250.

The purpose of this study is to empirically test whether it is possible to deliberately develop EI as conceptualized in the Mayer and Salovey (1997) model. The authors constructed a self-report EI measure (Emotional Intelligence Self-Description Inventory - EISDI) specifically designed for training applications. The study utilized a sample of 135 fully employed U.S. business students in a treatment/control group research design in which treatment group participants underwent an intensive 11-week leadership development EI training program. Additional samples of 270 and 130 fully employed business students were utilized to develop the EISDI. The results indicate that EI can be developed; the treatment group demonstrated statistically significant overall EI gains and across each EI dimension, while the control group did not show any significant pre-/post-test differences. The results also suggest that EISDI may be an effective instrument for management development.