By Vanessa Urch Druskat, Gerald Mount, Fabio Sala
During this edited quantity, cutting edge researchers speak about the hyperlink among Emotional Intelligence (EI) and office functionality. individuals from many components resembling social technology, administration (including organizational practitioners), and psychologists have come jointly to advance a greater knowing of the way EI can impression paintings functionality, and even if learn helps it. a distinct characteristic of this ebook is that it integrates the paintings of social scientists and organizational practitioners. Their mutual pursuits in EI supply a special chance for easy and utilized learn and practices to benefit from each other so as to continuously refine and enhance wisdom on EI. the first viewers for this ebook is researchers, academics, and scholars of psychology, administration, and organizational habit. as a result of its transparent useful functions to the office, it's going to even be of curiosity to organizational specialists and human source practitioners.
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Additional info for Linking Emotional Intelligence And Performance At Work: Current Research Evidence With Individuals and Groups
S. Government Office of Personnel Management's (OPM) Senior Executive Service Competency Model, Johnson and Johnson's (JNJ) Leadership Competency Model, the Defense Finance and Accounting Service's (DFAS) EI Professional Certification Program, and OPM's El Index for Emotionally Intelligent Organizations. Results of an extensive literature review to identify the competencies that differentiated effective leaders were incorporated into a survey administered to a random sample of 20,000 federal government employees (response 50%) yielding a Leadership Effectiveness Framework of 22 managerial competencies that were later stratified by level of supervisory responsibility.
The author chose to study these specific roles because together they represent the process of international business from strategic idea conceptualization to operational performance and revenue realization. In this study, emotional intelligence is defined using Goleman's theory of EI competencies. Data were collected from three sources. The first source included 108 critical incident interviews that lasted between 2 and 3 hrs each. These interviews were conducted with criterion samples of "superior performing" employees in each of the five roles and "average performing" employees in each of the roles.
The USAF study examined Air Force recruiters; the overall sample pool included 1,171 Air Force recruiters or 70% of all recruiters. This sample was broken into subsamples of 114 highperforming recruiters and 114 low-performing recruiters. High performers were defined as those who met or exceeded 100% of their annual recruitment quotas. Low performers met less than 80% of their quotas. Results showed that high performers had significantly higher El scores than the low performers. The model predicted 28% of the variance in performance.