- Business Case for Emotional Intelligence
- Do Emotional Intelligence Programs Work?
- Emotional Competence Framework
- Emotional Intelligence: What it is and Why it Matters
- Executives' Emotional Intelligence (mis) Perceptions
- Guidelines for Best Practice
- Guidelines for Securing Organizational Support For EI
- Johnson & Johnson Leadership Study
- Ontario Principals’ Council Leadership Study
- Technical Report on Developing Emotional Intelligence
- Emotional Intelligence Quotient (EQ-i)
- Emotional & Social Competence Inventory 360 (ESCI)
- Emotional & Social Competence Inventory-University (ESCI-U)
- Genos Emotional Intelligence Inventory (Genos EI)
- Group Emotional Competence Inventory (GEC)
- Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
- Profile of Emotional Competence (PEC)
- Schutte Self-Report Inventory (SSRI)
- Trait Emotional Intelligence Questionnaire (TEIQue)
- Wong's Emotional Intelligence Scale
- Work Group Emotional Intelligence Profile (WEIP)
- Model Programs
- Achievement Motivation Training
- Care Giver Support Program
- Competency-Based Selection
- Emotional Competence Training - Financial Advisors
- Executive Coaching
- Human Relations Training
- Interaction Management
- Interpersonal Conflict Management - Law Enforcement
- Interpersonal Effectiveness Training - Medical Students
- JOBS Program
- Self-Management Training to Increase Job Attendance
- Stress Management Training
- Weatherhead MBA Program
- Williams' Lifeskills Program
- Article Reprints
Marian Ruderman, Ph.D.
Marian has over 25 years experience in the field of leadership development and is widely regarded as a thought leader in the field. Her particular areas of expertise include the career development of women, work-life integration, leadership diversity, and the broadening of leadership development to include the latest advances from neuroscience. She has worked with a diverse array of colleagues and clients from around the globe conducting both original research and bringing into CCL the best of what the larger field of leadership scholarship has to offer.
Marian has published in many peer-reviewed journals such as the Journal of Applied Psychology, Journal of Vocational Behavior, Journal of Management and the Academy of Management Journal. She is co-author of Standing at the crossroads: Next steps for high-achieving women and co-editor of The Center for Creative Leadership Handbook of Leadership Development and Diversity in work teams: Research paradigms for a changing workplace. This body of work is widely cited in scholarship on leadership.
Marian’s research has been applied in a variety of formats including training programs, coaching processes, workshops, keynote addresses, articles for the popular press, as well as serving as the basis for psychological assessments.
In addition to her own research, Marian has held many leadership roles at the Center for Creative Leadership, helping to develop our research faculty.
Currently, Director of the Research Horizons Group, Marian is responsible for the team developing new areas of leadership development research. Marian also holds the title of Senior Fellow.
Marian holds a B.A. from Cornell University and a M.A. and Ph.D. in Organizational Psychology from the University of Michigan.
Elected as a Fellow of both the American Psychological Association and Society for I/O Psychology, Marian is also a member of the Academy of Management and an associate member of the Consortium for Research on Emotional Intelligence in Organizations
Brutus, S., Ruderman, M.N., Ohlott, P.J., & McCauley, C.D. (2000). Developing from Job Experiences: The Role of Organization-Based Self-Esteem. Human Resource Development Quarterly. 11(4), 367-380.
Graves, L. M., Ohlott, P. J, & Ruderman, M. N. (2007). Commitment to Family Roles: Effects on Managers’ Attitudes and Performance. Journal of Applied Psychology, 92, 44-56.
Ohlott, P.J., Ruderman, M.N., & McCauley, C.D. (1994). Gender Differences in Managers' Developmental Job Experiences. Academy of Management Journal, 37(1), 46-67.
Ruderman, M.N., Ohlott, P.J., Panzer, K., & King, S. (2002). Benefits of multiple roles for managerial women. Academy of Management Journal, 45, 369-386.
Ruderman, M.N. ( 2004 ). Leadership Development Across Gender. In McCauley, C.D. & Van Velsor, E. (eds.). The Center for Creative Leadership Handbook of Leadership Development. San Francisco: Jossey-Bass Inc ,271-303.