Emotional intelligence and organizational performance: Implications for performance consultants and educators

Holt, Svetlana; Jones, Steve

doi:10.1002/pfi.4140441005

Cited by 36 publications

(19 citation statements)

References 9 publications

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“…However, and because EI has been defined as a skill, an aptitude, and a combination of both (Holt and Jones 2005), this divergence of views will continue to create problems in the operationalization or second phase of Lynham's (2002) theory-building approach. The validity and reliability of measurement instruments, and in particular how they should be administered, remain important operationalization issues.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 92%

“…Investigations of EI, organizational performance and/or leadership performance has become a central focus of research regarding these variables (Dulewicz et al 2005;Holt and Jones 2005;Rode et al 2007;Brooks and Nafukho 2006). Tischler et al (2002) were the first to conceptualize various aggregate models of EI, SI, and performance relationships and also identified many of the definitional and measurement issues.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

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Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Martin

Hafer

2009

Journal of Management, Spirituality & Religion

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Tischler, Biberman, and McKeage proposed five models that could explain the relationship between emotional intelligence, spiritual intelligence, and performance. This article empirically tested those models on a large sample of junior‐level and senior‐level business students. Emotional intelligence was measured using the 16‐item Wong Law Emotional Intelligence Survey, spiritual intelligence was measured with a modified version of Ashmos and Duchon’s survey, and performance was the student’s cumulative grade point average. Literature on these variables is discussed regarding definitional and measurement issues. None of the proposed models were supported by the data. Findings, limitations, and future research for these models are discussed.

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Section: Limitations and Directions For Future Researchmentioning

confidence: 92%

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Martin

Hafer

2009

Journal of Management, Spirituality & Religion

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“…'' In health care, McQueen (2003) argues that EI can be of enormous help to nurses by mitigating the effects of job stress and burnout, while Freshman and Rubino (2002) contend that EI skills are a core competency for health care administrators. More broadly, Holt and Jones (2005) (p. 15) emphasize the economic value of EI ''In the age of information and highly specialized work teams, EI is becoming a vital skill as people must accomplish their work by collaborating with each other, and their ability to communicate effectively becomes as critical, if not more critical, as technical skills and capabilities. ''…”

Section: Literature Reviewmentioning

confidence: 98%

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

Angelidis

Ibrahim²

2011

J Bus Ethics

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In recent years there has been a substantial amount of research on emotional intelligence (EI) across a wide range of disciplines. Also, this term has been receiving increasing attention in the popular business press. This article extends previous research by seeking to determine whether there is a relationship between emotional intelligence and ethical judgment among practicing managers with respect to questions of ethical nature that can arise in their professional activity. It analyzes the results of a survey of 324 managers enrolled in executive MBA programs from five universities in the southeastern and northeastern United States. This study is based on a model presented by Forsyth showing two dimensions that play an important role in ethical evaluation and behavior. Respondents were classified into one of four groups according to their idealism and relativism levels-situationists, subjectivists, absolutists, and exceptionists. The four ideological group's scores were compared. The results indicate significant differences between the situationists and absolutists on the one hand, and subjectivists and exceptionists on the other. The former's emotional intelligence scores were significantly higher thus demonstrating a strong relationship between emotional intelligence and ethical ideology. The results raise important implications for practitioners and educators.

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“…Emotionally intelligent leaders are able to understand the emotions of their followers and channel them to the production of creativity potential that nourishes the sources of organizational innovation and competitiveness. Thus, it is not surprising that theoretical and empirical evidence has suggested that EI relates to leadership effectiveness and organizational performance (e.g., Wong & Law, 2002;Holt & Jones, 2005;Rosete & Ciarrochi, 2005;Kerr et al, 2006). Organizations must make an effort to select leaders with EI competencies and implement EI training and development programmes (Bagshaw, 2000;Cherniss & Adler, 2000;Cherniss & Caplan, 2001;Prati et al, 2003;Slaski & Cartwright, 2003;Kerr et al, 2006).…”

Section: Practical Implicationsmentioning

confidence: 99%

Leader Self‐Reported Emotional Intelligence and Perceived Employee Creativity: An Exploratory Study

et al. 2007

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This research studies the relationship between six dimensions of leaders' emotional intelligence and two dimensions of employee creativity. A sample of 138 managers from 66 organizations reported on their own emotional intelligence and the creativity of their teams. Our results point out two main findings: (a) leaders' emotional intelligence explains significant variance of both creativity dimensions; (b) emotional intelligence dimensions with higher predictive power are self-control against criticism and empathy. The findings suggest that emotionally intelligent leaders behave in ways that stimulate the creativity of their teams.

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Emotional intelligence and organizational performance: Implications for performance consultants and educators

Cited by 36 publications

References 9 publications

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

The Impact of Emotional Intelligence on the Ethical Judgment of Managers

Leader Self‐Reported Emotional Intelligence and Perceived Employee Creativity: An Exploratory Study

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