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.     

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.     

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.     

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.     

A review and critique of emotional intelligence measures

Emotional intelligence measures vary widely in both their content and in their method of assessment. In particular, emotional intelligence measures tend to use either a self‐report personality‐based approach, an informant approach, or an ability‐based assessment procedure. In this paper, the measurement and psychometric properties of four of the major emotional intelligence measures (Emotional Competence Inventory, Emotional Quotient Inventory, Multifactor Emotional Intelligence Scale, Mayer–Salovey–Caruso Emotional Intelligence Test) are reviewed, the comparability of these measures is examined, and some conclusions and suggestions for future research on emotional intelligence measures are provided. Copyright © 2005 John Wiley & Sons, Ltd.     

Some historical and scientific issues related to research on emotional intelligence

In the past decade, the concept of emotional intelligence (EI) has emerged as a potential new construct for explaining behavioral variance not accounted for by traditional measures of general academic intelligence or personality. EI researchers credit E. L. Thorndike as the first to propose such a construct when he suggested that social intelligence is independent of abstract or academic intelligence. The current paper traces the historical roots of social intelligence and the current scientific status of emotional intelligence. It appears that emotional intelligence, as a concept related to occupational success, exists outside the typical scientific domain. Much of the data necessary for demonstrating the unique association between EI and work‐related behavior appears to reside in proprietary databases, preventing rigorous tests of the measurement devices or of their unique predictive value. For those reasons, any claims for the value of EI in the work setting cannot be made under the scientific mantle. Copyright © 2005 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.     

工作不安全感对安全绩效的影响 ——基于某大型电力公司的实证研究

由于安全问题备受关注,采用问卷研究法,通过构建调节—中介模型探讨工作不安全感影响员工安全绩效的机制。对某大型电力公司329位员工进行问卷调查后发现,员工的工作满意感中工作不安全感对员工安全绩效的消极影响,情绪智力通过调节工作不安全感与工作满意感的关系削弱了工作不安全感对安全绩效的消极作用,即当组织变革给员工带来工作不安全感时,高情绪智力的个体会通过有效的情绪管理减少工作不满意感,进而缓冲工作不安全感对安全绩效的影响,而低情绪智力的个体会过于情绪化,使得工作不安全感显著影响工作满意感,进而使员工的安全绩效受到影响。     

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。     

How do leaders use emotional labor?

Leaders use emotional labor to regulate their own emotions and to manage the moods, job attitudes, and performance of their followers. Researchers need to examine how emotional labor is related to (i) leadership styles, (ii) leader and subordinate stress and well‐being, (iii) leader authenticity and character, and (iv) leader effectiveness. Copyright © 2012 John Wiley & Sons, Ltd.     

Personal need for structure as a boundary condition for humor in leadership

Recent research has established a positive relationship between humor in leadership and organizational behavior variables. However, neither the mechanisms nor the boundary conditions of the positive effects of humor in leadership are completely understood. In this study, we contribute to these questions by investigating the relationship between humor in leadership and follower commitment and burnout in more detail. We propose that these relationships unfold via a relational process and specified this relational process in terms of leader–member exchange. Moreover, we assume that these relationships depend on followers' personal need for structure. We tested the hypothesized moderated‐mediation model in a two‐wave survey study with 142 employees. Our results support the proposed model. We found the predicted indirect effect of humor on commitment and disengagement to be stronger for followers low in need for structure. However, we did not find the proposed effects for emotional exhaustion. We discuss implications for leadership theory, humor theory, and for leadership training and practice. Copyright © 2016 John Wiley & Sons, Ltd.     

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.     

The bright side of emotional labor

Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta‐analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well‐being, and deep acting is positively related with job satisfaction, organizational commitment, job performance, and customer satisfaction. Emerging research also suggests that a third form of emotional labor, natural and genuine emotional labor, is a frequently used emotional labor strategy that has positive effects for both employees and customers. We examine how identity processes shape how employees experience emotional labor, and we maintain that when employees identify with their roles, emotional labor augments and affirms their identity. Person‐job fit is an important moderator that influences whether emotional labor enhances or hinders employee well‐being. Emotional labor may also have positive outcomes when organizations grant more autonomy and adopt positive display rules that call for the expression of positive emotions. Recent research also indicates that emotional labor strategies may improve leadership effectiveness. Research opportunities on the bright side of emotional labor are abundant. Copyright © 2015 John Wiley & Sons, Ltd.     

基于Multi-agent的矿工情绪稳定性模型构建

为解决由矿工情绪稳定性水平低下引起的不安全行为问题,基于复杂适应系统（CAS）理论和多主体建模与仿真（ABMS）的方法,构建矿工情绪稳定性水平提升模型。通过调节班组协调程度、组织公平程度、安全心理培训水平、受教育程度、个性特征和作业环境舒适度,在NETLOGO仿真平台上分析矿工意志强度、情绪安全倾向度以及管理者领导能力对矿工情绪稳定性水平的影响。研究表明:矿工的情绪稳定性水平提升系统是一种典型的复杂适应系统,矿工情绪稳定性水平是各主体属性相互作用的结果,作用程度存在差异。因此,煤炭企业应考虑各种因素,通过控制和改善各主体的行为以提高矿工情绪稳定性水平。     

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.     

Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, individualized attention, and intellectual stimulation. Critiques of these theories, however, have been raised. In this paper, we address five of those critiques and argue for the validity and practical effectiveness of the new genre theories. Further, we describe how newer genre leadership research should be viewed as a performative epistemology, entailing a process of co‐creation involving scholars and practitioners. Finally, from this view, we provide general ideas for leader development. Copyright © 2014 John Wiley & Sons, Ltd.     

Managers' upward influence tactic strategies: the role of manager personality and supervisor leadership style

Why do managers employ certain tactics when they try to influence others? This study proposes and tests theoretical linkages between the five‐factor model of personality and managers' upward influence tactic strategies. Longitudinal data from 189 managers at 140 different organizations confirmed that managers scoring high on extraversion were more likely to use inspirational appeal and ingratiation; those scoring high on openness were less likely to use coalitions; those scoring high on emotional stability were more likely to use rational persuasion and less likely to use inspirational appeal; those scoring high on agreeableness were less likely to use legitimization or pressure; and those scoring high on conscientiousness were more likely to use rational appeal. Results also confirmed that managers' upward influence tactic strategies depended on the leadership style of their target (their supervisor). Managers were more likely to use consultation and inspirational appeal tactics when their supervisor was a transformational leader, but were more likely to use exchange, coalition, legitimization, and pressure tactics when their supervisor displayed a laissez‐faire leadership style. Copyright © 2002 John Wiley & Sons, Ltd.     

Decoupling task and relationship conflict: the role of intragroup emotional processing

The present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables—collective emotional intelligence, intragroup relational ties, and conflict‐relevant interactional norms—constrain negative emotionality and may determine whether task conflict results in damaging relationship conflict. The moderating influence of these variables is discussed, as are compositional issues associated with measuring them. Copyright © 2004 John Wiley & Sons, Ltd.     

A mediational model of sense of coherence in the work context: a one‐year follow‐up study

The aim of this study was to test a mediational model appropriate for explaining the effects of psychosocial work characteristics (influence at work, job insecurity, organizational climate and leadership relations) on general well‐being, (psychosomatic symptoms) and on occupational well‐being (emotional exhaustion at work) via sense of coherence (SOC) in a one‐year follow‐up study. The questionnaire data were gathered in four Finnish organizations in February 1995 and 1996. Altogether 219 employees participated in the study in both years. The results, based on structural equation modelling, showed that a good organizational climate and low job insecurity were related to strong SOC, which was, in turn, linked to a high level of general as well as occupational well‐being. In addition, those employees who experienced changes in organizational climate and leadership relations during the follow‐up period, showed changes in SOC which was, in turn, related to changes in the well‐being indicators. The results thus highlight the major role of a good organizational climate for enhancing SOC and, consequently, well‐being. Copyright © 2000 John Wiley & Sons, Ltd.