Background of Team Emotional Intelligence Theory The theory of Team Emotional Intelligence (TEI, previously called Team Emotional Intelligence (GEI)) was developed by Vanessa Urch Druskat and Steven B. Wolff. The following references provide an in-depth discussion of the theory (Druskat & Wolff, 2001a, 2001b; Wolff, Druskat, Koman, & Messer, 2006).

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Summary of the theory

Team Emotional Intelligence is based Daniel Goleman’s (1995) framework of awareness and regulation of emotion at multiple levels but it should not be confused with individual emotional intelligence. The “intelligence” in a team comes from the patterns of behavior, or norms, that develop as the team goes about its task. Team Emotional Intelligence is a team-level construct and is very different from the individual-level emotional intelligence of team members. Team Emotional Intelligence represents the ability of a team to generate a set of norms that guide the emotional experience in a team in an effective way. There are norms that guide the team’s interaction with: its members (individual-level), the team as a whole (team-level), and others outside the team (cross-boundary level). At each of these levels there are norms that create awareness of emotion in the team and norms that regulate team behavior. The nine norms that make up a team’s emotional intelligence are shown in Table 1.

 

3 LEVELS	6 DIMENSIONS	9 NORMS
Individual	Interpersonal Understanding	Understand Team Members
	Confronting Members Who Break Norms	Address Unacceptable Behavior
		Demonstrate Caring
Team	Team Self-Awareness	Review the Team
	Team Self-Management	Support Expression Build Optimism Solve Problems Proactively
Cross-Boundary (External)	Team Social Awareness	Understand Team Context
	Team Management of External Relationships	Build External Relationships

 

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References

Hamme, C. (2003). Group emotional intelligence: The research and development of an assessment instrument. Dissertation, Rutgers, New Brunswick, NJ.

Koman, E., Wolff, S. B., & Howard, A. (2008). The Cascading Impact of Culture: Group Emotional Competence (GEC) as a Cultural Resource. In R. Emmerling, V. Shanwal, & M. Mandal (eds.), Emotional Intelligence: Theoretical and Cultural Perspectives. San Francisco: Nova Science Publishers.
Koman, E. S., & Wolff, S. B. (2008). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance. Journal of Management Development, 27(1), 55-75.

Stubbs, C. E. (2005). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on group performance. Dissertation, Case Western Reserve University, Cleveland, OH.

Wolff, S. B., Druskat, V. U., Koman, E. S. & Messer, T. E., (2006). The link between group emotional comeptence and group effectiveness. In V. U. Druskat, F. Sala, & G. Mount (Eds.), Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Mahway, NJ: LEA.