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It has been claimed that - astonishingly - almost 90 percent of success in leadership positions is attributable to Emotional Intelligence (EI).

According to the Emotional Intelligence Homepage, EI has been around a lot longer than you may think. The first traces of EI date back to a graduate student paper written in 1985 and further work carried out by two university professors in 1990. Since then Emotional Intelligence has gradually grown in popularity and in 1995 even made the cover of Time Magazine!

Today EI has become one of the most hotly debated business buzzwords in America. According to a paper by Cary Cherniss presented on the Consortium for Research on Emotional Intelligence in Organizations website, an article on the subject published in Harvard Business Review in 1998 attracted a higher percentage of readers than any other article published in the last 40 years.
But despite the media exposure and clear signs of popularity, many argue that EI still remains a poorly understood phenomenon in today's workplace.

So what exactly is it?

The two university professors who coined the term in 1990 describe Emotional Intelligence as:

"A form of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and action."

This is clearly a wide ranging definition with plenty of scope for investigation. And our Briefing aims to do just that!

Articles:

Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness
This study seeks to investigate the relationship between emotional intelligence (EI), personality, cognitive intelligence and leadership effectiveness.

Originally published in Leadership & Organization Development Journal Volume 26 Number 5, 2005

Emotional intelligence as predictor of cultural adjustment for success in global assignments
Read up on a new framework for assessing the human resource strategy for the international assignment (IA) of managers.

Originally published in Career Development International Volume 10 Number 5, 2005

Linking emotional intelligence abilities and transformational leadership styles
This study addressed 24 project managers and their associated projects in six organizations from varied industries. The results of the study found that a project manager's transformational leadership style has a positive impact on actual project performance, that emotional intelligence ability contributes to a project manager's transformational leadership style and subsequent actual project performance.

Originally published in Leadership & Organization Development Journal Volume 25 Number 7, 2004

Emotional intelligence: A key ability to succeed in the matrix organization
This article identifies four interpersonal challenges that impede matrix performance: misaligned goals increase competition among employees, roles and responsibilities are unclear, decision-making is untimely and of possibly low quality, and silo-focused employees do not cooperate. We propose that emotionally intelligent employees can function better in the matrix. We offer solutions for both managers and employees to improve performance in matrix organizations by applying the four components of emotional intelligence, specifically, managing, understanding, using, and perceiving emotion, to each interpersonal challenge.

Originally published in the Journal of Management Development Volume 23 Number 5, 2004

Exploring the need for emotional intelligence and awareness among sales representatives
The primary focus of this project is to see if emotional intelligence and awareness training should be introduced into sales training programs and to see if emotional intelligence training is necessary for success in the sales profession.

Originally published in Marketing Intelligence & Planning Volume 22 Number 1, 2004

Emotional intelligence: the key to effective performance: ... and to staying ahead of the pack at times of organizational change
Job candidates are increasingly looking for a job that is a meaningful extension of themselves, as opposed to simply a way to make money. Motivating and developing people in modern, complex organizations therefore requires a management approach that recognizes how organizational decisions affect people.

Originally published in Human Resource Management International Digest Volume 12 Number 1, 2004

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