- 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
Mark Slaski, Ph.D.
Affiliation: University of Hertfordshire, UK
Mark Slaski, Ph.D., is a Consulting Psychologist and a Senior Lecturer in Organisational Psychology at the University of Hertfordshire in the UK. His main research interests surround the application of emotional intelligence in organisations, and particularly the relationship between EI, leadership, management performance, well-being and organisational culture. He has published work on the assessment of EI measures; evaluation of an EI development program; and the moderating effects of EI on stress and health. In particular his work with retail managers has demonstrated the effectiveness of developing emotional intelligence, and the positive impact such development has on performance, well-being and health.
As a Consultant he has presented at a number of conferences, advised major companies on the role of emotional intelligence in the workplace, and delivered numerous EI development programs. In addition, he has used EI models for coaching senior managers and business leaders.
A former British Army officer, Mark has also held positions in management and marketing. He received his M.Sc. in Organisational Psychology, and completed his Ph.D., at the Manchester School of Management (UMIST).
Slaski, M. and Cartwright, S. (2003). Emotional intelligence training and its implications for stress, health and performance. Stress and Health. Vol. 19, pp 233-239.
Slaski, M. and Cartwright, S. (2002). Health, performance and emotional intelligence: an exploratory study of retail managers. Stress and Health. Vol. 18, pp 63-68.
Dulevicz, V., Higgs, M. and Slaski, M. (2003). Measuring emotional intelligence: content, construct and criterion-related validity. Journal of Managerial Psychology. Vol. 18, No. 5, pp 405-420.
Slaski, M. (2002). Emotional Intelligence – is it a concept that can be used in stress management? Stress News, July, Vol. 14. No 3.
Slaski. M. & Bardzil. P. (2002) Emotional Intelligence: Fundamental Competencies for Enhanced Service Provision. In S. Tax et al (Eds.) ‘Quality in Service: Crossing Borders’. University of Victoria, Victoria BC. pp. 3-6 (ISBN: 1-55058-252-6)