Featured Book |
McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Harvard Business School Press. |
Reflecting on twenty years of longitudinal research and practical wisdom with executives and leaders around the world, this book is organized around a core of experience-tested exercises. These tools are designed to help articulate strengths and values, craft a plan for intentional change, and create resonance with others. This book is ideal for individuals seeking personal and professional development and for consultants, coaches, teachers, and faculty to use with their clients or students. Read more |
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Research Digest - Developing EI
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. |
More references ... |
Announcements
Special Issues on Emotional Intelligence
 Journal of Management Development
Competencies in the 21st century
Vol. 27, Issue 1, 2008
Guest Editor: Richard E. Boyatzis
This special issue of the Journal of Management Development is devoted to understanding of competencies, how they drive performance and how they are developed. This issue offers four articles showing the relationship between demonstrated emotional, social, and cognitive intelligence competencies and performance in various occupations, from bank executives to public school principals to R&D managers to military pilots. The issue also offers four articles showing how these same competencies can be developed in adults. Click here to view the abstracts.
 VISION-The Journal of Business Perspective: Special Issue on EI
Vol. 12, No., l 2008
Guest Editor: Radha R. Sharma
This special issue contains several empirical studies on EI and it highlights the concept of EI in the Indian and international contexts. The issue in which the articles are published is a quarterly, peer-reviewed international journal published by Management Development Institute, Gurgaon, India and is listed with EBSCO database.
Conference Announcements
Each year the International Conference on Emotional Intelligence (ICEI™) brings together the thought leaders of the EI community to discuss the benefits of applying Emotional Intelligence in the workplace. Through presentations and discussion, experts and beginners alike are able to join in the dialogue around Emotional Intelligence and contribute to the development of the field. Click here for more information.
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. Read more
Choose to Change: Emotional Intelligence in Action
Oct 3-4, San Jose CA
Six Seconds' Peer Conference
The purpose of this conference is to share best practices, effective implementations, and insight into using emotional intelligence to improve outcomes in business, education, and the community. This conference is suitable for professionals using emotional intelligence in their practice, leaders in business, education, and nonprofits interested in improving results through emotional intelligence. Early registration fee is $495 (by August 15, 2008). Full registration is $595. Registration includes attendance, conference materials CD, and individual EQ assessment. Read more
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Practice and Research Reports
Guidelines for Best Practice
by Cherniss, C., Goleman, D., Emmerling, R., Cowan, K., & Adler, M. CREIO.
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.
Doing the Work of Change (continued from the May newsletter)
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Use models: Use live or videotaped models that clearly show how the competency can be used in realistic situations. Encourage learners to study, analyze, and emulate the models.
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Enhance insight: Self-awareness is the cornerstone of emotional and social competence. Help learners acquire greater understanding about how their thoughts, feelings, and behavior affect themselves and others.
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Prevent relapse: Use relapse prevention, which helps people use lapses and mistakes as lessons to prepare themselves for further efforts.
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Encourage use of skills on the job: Supervisors, peers, and subordinates should reinforce and reward learners for using their new skills on the job. Coaches and mentors also can serve this function. Also, provide prompts and cues, such as through periodic follow-ups. Change also is more likely to endure when high status persons, such as supervisors and upper-level management model it.
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Develop an organizational culture that supports learning: Change will be more enduring if the organization's culture and tone support the change and offer a safe atmosphere for experimentation.
Full report ... |
Organizational Mission and Membership
The mission of the EI Consortium is to advance research and practice of emotional and social intelligence in organizations through the generation and exchange of knowledge. The EI Consortium is currently made up of 60 members from around the world who are individuals involved in applied research in the field of EI including 5 organizational members, most of whom have been part of the Consortium for many years. We would be delighted to have more organizations join us. Organizational members partner with the Consortium for the purpose of applied research related to EI in the workplace. The EI Consortium sponsors a website, which has recently been revised and updated, where researchers and practitioners can download full-text research reports and access references.
Learn more about the benefits of membership... |
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