The Behavioral Level of Emotional Intelligence and Its Measurement

Emotional Intelligence (EI) is now widely used in organizations and graduate schools with an increase in published research supporting it. Discussion about EI whether based on measures or theory has given little distinction as to behavioral EI (i.e., how does EI appear in a person’s actions). This results in spurious conflicts about the validity of the different theories or measures which likely limit predicting managerial and leadership effectiveness, engagement, innovation and organizational citizenship. By adding a behavioral level, the concept of EI could relate to work and life outcomes beyond general mental ability and personality traits, avoid some of the criticisms while providing a more holistic theory of EI. As such, EI exists within personality as a performance trait or ability, and a self-schema self-image and trait, and a set of behaviors (i.e., competencies). The main contribution of this establishing the behavioral EI with a multi-level theory, while explaining how to assess it, the benefits of such a concept and its psychometric validity and challenges. The history and assortment of validation studies will illustrate that measures can rigorously and effectively assess the behavioral level of EI

Fostering Emotional and Social Intelligence in Organizations

This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and rationale for the current paper is that ESI can be developed. Increasing ESI competences through the learning process can guide program design, implementation, and measurement for scholars and practitioners. Research has demonstrated that ESI competencies may be developed through a process of desirable, sustainable change called Intentional Change Theory (ICT)

Fostering Emotional and Social Intelligence in Organizations

This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and rationale for the current paper is that ESI can be developed. Increasing ESI competences through the learning process can guide program design, implementation, and measurement for scholars and practitioners. Research has demonstrated that ESI competencies may be developed through a process of desirable, sustainable change called Intentional Change Theory (ICT)

An Alternative Approach to Analyze Ipsative Data. Revisiting Experiential Learning Theory

The ritualistic use of statistical models regardless of the type of data actually available is a common practice across disciplines. Statistical models involve a series of assumptions whose existence is often neglected altogether, thus making the mentioned common practice even more pervasive. This paper illustrates the consequences of this ritualistic practice within Kolb’s Experiential Learning Theory (ELT) operationalized through its Learning Style Inventory (KLSI). We show how using a well-known methodology in other disciplines -compositional data analysis (CODA)- KLSI data can be properly analyzed. In addition, a third dimension of the KLSI is unveiled providing room for future research. This third dimension describes an individual’s relative preference for learning by prehension rather than by transformation. Using a sample of European MBA students, we relate this dimension with another self-assessment instrument, the Philosophical Orientation Questionnaire (POQ), and with an observer-assessed instrument, the Emotional and Social Inventory (ESCI-U). Both show plausible statistical relationships. An intellectual operating philosophy is linked to a preference for prehension, whereas a pragmatic operating philosophy is linked to transformation. Self-management and social awareness competencies are linked to a learning preference for transforming knowledge, whereas relationship management and cognitive competencies are more related to approaching learning by prehension

Ethical Leadership as a Balance Between Opposing Neural Networks

In this article, we explore the implications of opposing domains theory for developing ethical leaders. Opposing domains theory highlights a neurological tension between analytic reasoning and socioemotional reasoning. Specifically, when we engage in analytic reasoning, we suppress our ability to engage in socioemotional reasoning and vice versa. In this article, we bring together the domains of neuroscience, psychology, and ethics, to inform our theorizing around ethical leadership. We propose that a key issue for ethical leadership is achieving a healthy balance between analytic reasoning and socioemotional reasoning. We argue that organizational culture often encourages too heavy a reliance on nonemotional forms of reasoning to arrive at moral judgments. As a result, leaders run the risk of suppressing their ability to pay attention to the human side of moral dilemmas and, in doing so, dehumanize colleagues, particularly subordinates, and clients

Multisource Assessment for Development Purposes: Revisiting the Methodology of Data Analysis

Multisource assessment (MSA) is based on the belief that assessments are valid inferences about an individual’s behavior. When used for performance management purposes, convergence of views among raters is important, and therefore testing factor invariance across raters is critical. However, when MSA is used for development purposes, raters usually come from a greater number of contexts, a fact that requires a different data analysis approach. We revisit the MSA data analysis methodology when MSA is used for development, with the aim of improving its effectiveness. First, we argue that having raters from different contexts is an integral element of the assessment, with the trait–context dyad being the actual latent variable. This leads to the specification of an Aggregate (instead of the usual Latent) multidimensional factor model. Second, since data analysis usually aggregates scores for each rater group into a single mean that is then compared with the self-rating score, we propose that the test for factor invariance must also include scalar invariance, a pre-requisite for mean comparison. To illustrate this methodology we conducted a 360° survey on a sample of over 1100 MBA students enrolled in a leadership development course. Finally, by means of the study we show how the survey can be customized to each rater group to make the MSA process more effective

Balancing employee needs, project requirements and organisational priorities in team deployment

The 'people and performance' model asserts that performance is a sum of employee ability, motivation and opportunity (AMO). Despite extensive evidence of this people-performance link within manufacturing and many service sectors, studies within the construction industry are limited. Thus, a recent research project set out to explore the team deployment strategies of a large construction company with the view of establishing how a balance could be achieved between organisational strategic priorities, operational project requirements and individual employee needs and preferences. The findings suggested that project priorities often took precedence over the delivery of the strategic intentions of the organisation in meeting employees' individual needs. This approach is not sustainable in the long term because of the negative implications that such a policy had in relation to employee stress and staff turnover. It is suggested that a resourcing structure that takes into account the multiple facets of AMO may provide a more effective approach for balancing organisational strategic priorities, operational project requirements and individual employee needs and preferences more appropriately in the future

The Power of EI Competencies Over Intelligence and Individual Performance: A Task-Dependent Model

Prior research on emotional intelligence (EI) has highlighted the use of incremental models that assume EI and general intelligence (or g) make independent contributions to performance. Questioning this assumption, we study EI's moderation power over the relationship between g and individual performance, by designing and testing a task-dependent interaction model. Reconciling divergent findings in previous studies, we propose that whenever social tasks are at stake, g has a greater effect on performance as EI increases. By contrast, in analytic tasks, a compensatory (or negative) interaction is expected, whereby at higher levels of EI, g contributes to performance at a lesser extent. Based on a behavioral approach to EI, using 360-degree assessments of EI competencies, our findings show that EI moderates the effect of g on the classroom performance of 864 MBA business executives. Whilst in analytic tasks g has a stronger effect on performance at lower levels of EI competencies, our data comes short to show a positive interaction of EI and g in affecting performance on social tasks. Contributions and implications to research and practice are discussed