Workgroup emotional intelligence

Abstract

Over the last decade, ambitious claims have been made in the management literature about the contribution of emotional intelligence to success and performance. Writers in this genre have predicted that individuals with high emotional intelligence perform better in all aspects of management. This paper outlines the development of a new emotional intelligence measure, the Workgroup Emotional Intelligence Profile, Version 3 (WEIP-3), which was designed specifically to profile the emotional intelligence of individuals in work teams. We applied the scale in a study of the link between emotional intelligence and two measures of team performance: team process effectiveness and team goal focus. The results suggest that the average level of emotional intelligence of team members, as measured by the WEIP-3, is reflected in the initial performance of teams. In our study, low emotional intelligence teams initially performed at a lower level than the high emotional intelligence teams. Over time, however, teams with low average emotional intelligence raised their performance to match that of teams with high emotional intelligence.

Stress as a mediator between work–family conflict and psychological health among the nursing staff: Moderating role of emotional intelligence

“…Emotional intelligence was measured using the customer emotional intelligence scale (CEIS) developed by Mok, Tsarenko, and Gabbott (2008) adapted from WEIP-3 which was developed by Jordan, Ashkanasy, Härtel, and Hooper (2002) for measuring the emotional intelligence of a work group. The CEIS is comprised of three constructs from the original ability emotional intelligence scale developed by Fig.…”

Toward a brief multidimensional assessment of emotional intelligence: Psychometric properties of the Emotional Quotient Inventory—Short Form.

“…Although several concise measures of El (40 items or less) have been developed over the years (e.g., Jordan, Ashkanasy, Härtel, & Hooper, 2002;Tapia, 2001;Wong & Law, 2002), many of them have had limited use outside the specific study or context for which they were created. Four of the more widely cited short El scales are reviewed below.…”

Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure

“…Emotional intelligence refers to the subset of social intelligence that involves the ability to perceive, assimilate, and understand one’s own and others’ feelings and emotions, and to use this information to manage emotions and guide thinking and actions in a certain context (Salovey and Mayer, 1989; Jordan et al, 2002). Asking for self-related information, no matter its nature (positive, negative, or neutral), can be emotionally charged (e.g., Ashford et al, 2003).…”

“…With this ability, they can easily strengthen the emotional connections with their supervisors and, thus, enhance the impact of ethical leadership as well as LMX. In addition, high emotionally intelligent employees are able to use emotions to facilitate thinking, tend to anticipate negative emotions with positive information (Jordan et al, 2002), and focus more on actions (Law et al, 2004; Van Rooy and Viswesvaran, 2004). Given that the ethical leaders’ influence on LMX and feedback seeking is not a one-time event, these emotional abilities could direct employees to the information, the value behind it, and the follow-up actions without paying too much attention on the possible negative side of this emotion-charged process (Ashford et al, 2003).…”