Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated

In the first of two articles presenting the case for emotional intelligence in a point/counterpoint exchange, we present a brief summary of research in the field, and rebut arguments against the construct presented in this issue. We identify three streams of research: (1) a four‐branch abilities test based on the model of emotional intelligence defined in Mayer and Salovey (1997); (2) self‐report instruments based on the Mayer–Salovey model; and (3) commercially available tests that go beyond the Mayer–Salovey definition. In response to the criticisms of the construct, we argue that the protagonists have not distinguished adequately between the streams, and have inappropriately characterized emotional intelligence as a variant of social intelligence. More significantly, two of the critical authors assert incorrectly that emotional intelligence research is driven by a utopian political agenda, rather than scientific interest. We argue, on the contrary, that emotional intelligence research is grounded in recent scientific advances in the study of emotion; specifically regarding the role emotion plays in organizational behavior. We conclude that emotional intelligence is attracting deserved continuing research interest as an individual difference variable in organizational behavior related to the way members perceive, understand, and manage their emotions. Copyright © 2005 John Wiley & Sons, Ltd.     

Why emotional intelligence is an invalid concept

In this paper I argue that the concept of emotional intelligence (EI) is invalid both because it is not a form of intelligence and because it is defined so broadly and inclusively that it has no intelligible meaning. I distinguish the so‐called concept of EI from actual intelligence and from rationality. I identify the actual relation between reason and emotion. I reveal the fundamental inadequacy of the concept of EI when applied to leadership. Finally, I suggest some alternatives to the EI concept. Copyright © 2005 John Wiley & Sons, Ltd.     

Emotional intelligence and individual performance: evidence of direct and moderated effects

We examined the direct and moderated effects of an ability‐based measure of emotional intelligence (MSCEIT© V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional intelligence with conscientiousness explained unique incremental variance both in public speaking and group behavior effectiveness, as well as academic performance (cumulative GPA). We conclude that the effects of emotional intelligence on performance are more indirect than direct in nature. Individuals must not only have emotional intelligence, but also must be motivated to use it. Copyright © 2006 John Wiley & Sons, Ltd.     

The relation between emotional intelligence and job performance: A meta‐analysis

This meta‐analysis builds upon a previous meta‐analysis by (1) including 65 per cent more studies that have over twice the sample size to estimate the relationships between emotional intelligence (EI) and job performance; (2) using more current meta‐analytical studies for estimates of relationships among personality variables and for cognitive ability and job performance; (3) using the three‐stream approach for classifying EI research; (4) performing tests for differences among streams of EI research and their relationships with personality and cognitive intelligence; (5) using latest statistical procedures such as dominance analysis; and (6) testing for publication bias. We classified EI studies into three streams: (1) ability‐based models that use objective test items; (2) self‐report or peer‐report measures based on the four‐branch model of EI; and (3) “mixed models” of emotional competencies. The three streams have corrected correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis demonstrated that all three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. Publication bias had negligible influence on observed effect sizes. The results support the overall validity of EI. Copyright © 2010 John Wiley & Sons, Ltd. Note: Correction added on 22 July 2010 after first publication online on 29 June 2010. The affiliations for Ronald H. Humphrey and Thomas H. Hawver have been corrected in this version of the article.     

The case for the ability‐based model of emotional intelligence in organizational behavior

In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability‐based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability‐based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic ‘academics‐turned‐consultants’ who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior. Copyright © 2005 John Wiley & Sons, Ltd.     

Linking emotional intelligence to safety performance: The roles of situational awareness and safety training

Introduction: Safety outcomes in the workplace require individual employees to perform (behave) safely in everyday duties. While the literature suggests that emotional management capabilities or traits can be positively related to individual performance in certain conditions, it is not clear how they can influence safety-related performance in high-risk work contexts. Drawing upon trait activation theory, this paper aims to examine when emotional intelligence (EI) benefits employees’ safety performance. We propose that when employees receive inadequate safety training, EI is more likely to trigger their situational awareness and consequently promote their safety performance. Method: We collected time-lagged data from 133 full-time airplane pilots working in commercial aviation industry. Hierarchical moderated regression analysis was conducted to test the moderating effect of safety training inadequacy on the EI–situational awareness relationship. The moderated mediation model, which involves conditional indirect effects of EI on safety performance via situational awareness across different levels of safety training inadequacy, was tested using the PROCESS-based bootstrap confidence interval. Results: Safety training inadequacy negatively moderated the relationship between EI and situational awareness, such that EI was significantly related to situational awareness only when safety training inadequacy was more salient. The more inadequate safety training was, the greater the indirect effect of EI on safety performance via situational awareness was. Conclusions: Inadequate safety training, as a negative situational cue, can activate individuals’ EI to drive their safety-related cognitions (e.g., situational awareness) and behaviors. Effective safety training may be able to complement employees’ low EI in shaping their situational awareness and safety behaviors. Practical Applications: Aviation managers should monitor the adequacy and effectiveness of safety training; this could make pilots’ situational awareness and safety performance depend less on personal attributes (e.g., EI), which organizations are less able to control. When training capacity is temporarily limited, priority might be given to those with low EI.     

Exploring the role of emotional intelligence in behavior-based safety coaching

INTRODUCTION: Safety coaching is an applied behavior analysis technique that involves interpersonal interaction to understand and manipulate environmental conditions that are directing (i.e., antecedent to) and motivating (i.e., consequences of) safety-related behavior. A safety coach must be skilled in interacting with others so as to understand their perspectives, communicate a point clearly, and be persuasive with behavior-based feedback. METHOD: This article discusses the evidence-based "ability model" of emotional intelligence and its relevance to the interpersonal aspect of the safety coaching process. RESULTS: Emotional intelligence has potential for improving safety-related efforts and other aspects of individuals' work and personal lives. Safety researchers and practitioners are therefore encouraged to gain an understanding of emotional intelligence and conduct and support research applying this construct toward injury prevention.     

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales‐directed employee behavior

The relationships among manager's emotional intelligence, store cohesiveness, sales‐directed employee behavior, and objective store performance were investigated. Non‐managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales‐directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four‐variable, three‐path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales‐directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio‐psychological capital for non‐managerial store employees. Implications for future research and more effective management of retail firms are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

When does centrality matter? Scientific productivity and the moderating role of research specialization and cross‐community ties

The present study addresses the ongoing debate concerning academic scientific productivity. Specifically, given the increasing number of collaborations in academia and the crucial role networks play in knowledge creation, we investigate the extent to which building social capital within the academic community represents a valuable resource for a scientist's knowledge‐creation process. We measure the social capital in terms of structural position within the academic collaborative network. Furthermore, we analyse the extent to which an academic scientist's research specialization and ties that cross‐community boundaries act as moderators of the aforementioned relationship. Empirical results derived from an analysis of an Italian academic community from 2001 to 2008 suggest academic scientists that build social capital by occupying central positions in the community outperform their more isolated colleagues. However, scientific productivity declines beyond a certain threshold value of centrality, hence revealing the existence of an inverted U‐shaped relationship. This relationship is negatively moderated by the extent to which an academic focuses research activities in few scientific knowledge domains, whereas it is positively moderated by the number of cross‐community ties established. Copyright © 2012 John Wiley & Sons, Ltd.     

施工企业内社会资本、情绪智力与安全绩效关系研究

依据资本观、能力观等相关理论,构建了以情绪智力为中介变量的施工企业内社会资本与安全绩效关系的理论模型,并以156家施工企业为调查对象而获取的数据进行多元回归分析。研究结果表明:员工情绪智力在施工企业内社会资本的结构维度、关系维度与安全绩效之间起到完全中介作用,在认知维度与安全绩效之间起到部分中介作用。因此,施工企业应该重视企业内社会资本的积累,同时加强员工情绪智力的提升,提高安全绩效。     

The place and role of (moral) anger in organizational behavior studies

The aim of this article is to conceptually delineate moral anger from other related constructs. Drawing upon social functional accounts of anger, we contend that distilling the finer nuances of morally motivated anger and its expression can increase the precision with which we examine prosocial forms of anger (e.g., redressing injustice), in general, and moral anger, in particular. Without this differentiation, we assert that (i) moral anger remains theoretically elusive, (ii) that this thwarts our ability to methodologically capture the unique variance moral anger can explain in important work outcomes, and that (iii) this can promote ill‐informed organizational policies and practice. We offer a four‐factor definition of moral anger and demonstrate the utility of this characterization as a distinct construct with application for workplace phenomena such as, but not limited to, whistle‐blowing. Next, we outline a future research agenda, including how to operationalize the construct and address issues of construct, discriminant, and convergent validity. Finally, we argue for greater appreciation of anger's prosocial functions and concomitant understanding that many anger displays can be justified and lack harmful intent. If allowed and addressed with interest and concern, these emotional displays can lead to improved organizational practice. © 2015 The Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.     

Calculation of Fire and Explosion Index (F&EI) value for the Dow Guide taking credit for the loss control measures

The Dow Fire and Explosion Index (F&EI) is universally used in evaluating the hazard category of a process plant, area of exposure, expected losses in case of fire and explosion, etc. In the current procedure, the effects of the loss control measures (LCMs) on the F&EI value are not taken into account. This makes the plant look more hazardous, makes it more spread out, requires more elaborate emergency measures and alarms the public and the civil administration more than is necessary. It also affects the insurance premium.We suggest taking the effects of the LCMs into account in the F&EI value. We call this the ‘Offset F&EI’ value. It favorably affects all the above items, and other related ones. To do this, we have developed the relevant equations and have proved the efficacy of the Offset F&EI by means of an example.     

Organization‐specific prosocial helping identity: Doing and belonging as the basis of “being fully there”

Identity theory and social identity theory focus on doing and belonging, respectively, but neither provides a complete picture of being “fully there” at work (Kahn, 1992 ). This three‐wave lagged field study links these two perspectives by proposing that beneficiary‐specific prosocial helping identity, met expectations for prosocial helping, and their interaction predict the strength of a contextualized, organization‐specific prosocial helping identity (OSPHI) targeted at those same beneficiaries and that OSPHI leads to positive employee work outcomes. Results provide strong support for the model and demonstrate that beneficiary‐specific prosocial helping identity had indirect relationships with intent to stay with the organization, experienced work meaning, and emotional exhaustion (negative), via OSPHI, only when met expectations for prosocial helping were weak. We discuss the value of OSPHI as an important construct that reflects the psychological state of “being fully there” at work and predicts subsequent employee work outcomes. Copyright © 2016 John Wiley & Sons, Ltd.     

Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performance

Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self‐monitoring, leadership self‐efficacy, emotional intelligence and political skill) in the prediction of managerial job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self‐monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.     

基于物联网林区火险监警系统方案的探讨

利用传感技术、卫星定位、地理信息、人工智能等物联网相关技术,设计适用于城市森林、自然保护区、旅游景区等环境防火监测系统,系统可对监测区域环境因素尤其火情信息实现区域覆盖、全天候、数字化监测,构建起数字化森林物联网络,可为森林防火提供实时、准确、科学的依据。     

The integration of Dow's fire and explosion index (F&EI) into process design and optimization to achieve inherently safer design

For the processing industries, it is critically to have an economically optimum and inherently safer design and operation. The basic concept is to achieve the best design based on technical and business performance criteria while performing within acceptable safety levels. Commonly, safety is examined and incorporated typically as an after-thought to design. Therefore, systematic and structured procedure for integrating safety into process design and optimization that is compatible with currently available optimization and safety analysis methodology must be available.The objective of this paper is to develop a systematic procedure for the incorporation of safety into the conceptual design and optimization stage. We propose the inclusion of the Dow fire and explosion index (F&EI) as the safety metric in the design and optimization framework by incorporating F&EI within the design and optimization framework. We first develop the F&EI computer program to calculate the F&EI value and to generate the mathematical expression of F&EI as a function of material inventory and operating pressure. The proposed procedure is applied to a case study involving reaction and separation. Then, the design and optimization of the system are compared for the cases with and without safety as the optimization constraint. The final result is the optimum economic and inherently safer design for the reactor and distillation column system.     

Identification and investigation of properties of social support

In response to the charge by House and Kahn (1985) that there is lack of specificity in conceptualization and measurement of the social support construct, this paper suggests the need to identify and specifically measure discrete properties of the previously identified dimensions (type and source) of social support. Properties are defined as what it is about combinations of source and type that needs to be measured. Based on literature reviews it is suggested that the relevant properties are amount of support, adequacy of support and number of providers of support. Measures are developed for each property. Data from 186 nurses were used to assess main and moderating effects of social support properties, workload and dying patients on emotional exhaustion and physical symptoms. As predicted, support adequacy was related to perceptions of lower workload. As single predictors, amount and adequacy of support reduced physical symptoms and emotional exhaustion. With amount and adequacy controlled, number of providers increased emotional exhaustion. Amount buffered the relationship between death and emotional exhaustion. Moderate levels of adequacy and number buffered the relationship between workload and exhaustion. Both adequacy and amount of support assisted in coping with patient death. In addition, a number of ‘reverse’ buffering and coping relationships were found. It was concluded that examination of different properties of social support increases our understanding of the impact of social support, and that further research needs to examine the simultaneous effects of various combinations of property, type and source of social support.     

Organizational identification: Extending our understanding of social identities through social networks

Although organizational identification is founded on social identity and symbolic interactionist theories, current theories emphasize a social identity whereby organizational members categorize themselves and others based on roles and membership in an organization or work unit. In contrast symbolic interactionism, which resides in interpersonal relationships, is rarely theorized or empirically assessed in studies of organizational identification. We use survey data collected at an academic institution to explore how the strength and structure of an individual's social network both directly influences organizational identification as well as moderates the relation between social identity, or categorical, antecedents and organizational identification. Our results show that the size of an individual's network as well as the interaction between relationship strength and prestige better explain organizational identification than do antecedents based solely on categorization and social comparison processes. Thus networks of relationships, which have been a foundational but much neglected premise and process for organizational identification, are brought back into a theory of organizational identification. Copyright © 2010 John Wiley & Sons, Ltd.     

Emotional social support and job burnout among high‐school teachers: is it all due to dispositional affectivity?

The authors investigated whether the relationship between the contents of emotional social support and job burnout among high‐school teachers is spurious because of the role of dispositional positive and negative affectivity. A national sample of 339 teachers was surveyed via a web‐based procedure. Hierarchical regression analyses did not support spuriousness; emotional social support was uniquely predictive of three dimensions of burnout controlling for affectivity. As positive emotional social support increased, emotional exhaustion and cynicism decreased, and professional efficacy increased. As negative emotional social support increased, emotional exhaustion and cynicism also increased. Commonality analyses based on the present data and data reported by K. L. Zellars and P. L. Perrewé (2001; Journal of Applied Psychology, 86, 459–467) provided additional support for the unique role of emotional social support on burnout, but these analyses suggest a greater role of affectivity than emotional social support. These findings have implications for research on burnout as well as the prevention of burnout among teachers. Copyright © 2006 John Wiley & Sons, Ltd.