Emotional Intelligence:Facts and Fallacies

Kaylene AscoughUniversity of Queensland

Princess Alexandra Hospital

Overview

The EI explosion – some history. Variations of EI – the 2 approaches to EI

research The critics Applying EI to the work place EI training programs

Some History

Peter Salovey and Jack Mayer (1990) “Emotional Intelligence”, in Imagination, Cognition, and

Personality. The ability to perceive emotion in self and others, to

understand emotion, and then to manage emotion in self and others.

Daniel Goleman (1995) “Emotional Intelligence: Why It Can Matter More Than IQ.”

Mayer and Salovey’s MEIS (1997) Reuven Bar-On (1997) developed the EQ-i, Goleman (2002) – the Emotional Competency Index. Other developments by Jordan, Ashkanasy, Härtel, and Hooper

(2002); Schutte et al. (1998); and Wong and Law (2002).

Two approaches to EI

Ability model vs personality/mixed model Ability model:

Based on Mayer and Salovey’s (1997) four-branch abilities model. 1. Perception of emotion (in self and others);2. Assimilation of emotion to facilitate thought; 3. Understanding of emotion; 4. Managing and regulating emotion in self and

others. Becoming the more accepted model of EI. Like IQ, it is the capacity to which an individual can

develop.

Two approaches to EI (contd.)

Mixed/Personality Models: Argued as not representative of EI (Ashkanasy &

Daus, 2005). Some common ground with Mayer and Salovey model. Overlap with traditional measures of personality. Examples include Bar-on’s (1997) EQ-i, Goleman, et

al’s (2002) ECI. Maybe useful to the organisation, however, they are

too broad in scope and do not differ markedly from personality models.

Goleman – ‘Emotional competency’ Bar-on – ‘Emotional-Social Intelligence’

The critics

Daus and Ashkansy (2005) address 3 main points of criticism.

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 (they change all the time), psychometrically flawed instruments, which have not demonstrated appropriate validity to warrant their use; and

3. There is no (or weak) empirical evidence that emotional intelligence is related to anything of importance in organisations.

Application of EI

Leadership EI predicts leader emergence and is related to

transformational leadership. Job performance/Emotional labour

‘Emotional Labour’ - Defined as ‘managing emotion for remuneration’.

In jobs requiring high emotional labour, an individual’s EI predicted better performance.

Application of EI (Contd.)

Positive organisational behaviour Those actions in the workplace that benefit working

relationships and contribute to a positive working climate.

High EI indicates increased commitment, organisational citizenship and improved morale.

Working with others Better relationships in the workplace: interpersonal

sensitivity and prosocial tendencies. Indicates better team performance.

Conflict resolution Individuals with higher levels of EI are more able to

engage in collaborative conflict resolution.

EI Training Programs

Is there value in training? What to look for in EI training programs.

What are you seeking to achieve? Individual performance Team performance Enhancing leadership skills Enhancing Interpersonal skills Managing conflict

Conclusion

What does EI mean to an organisation? Know the pitfalls of EI claims. Look for abilities based EI models. Seek training and development programs that

show an understanding of all aspects of emotional intelligence and the role of emotions in the work place in general.

Questions? ReferencesAshkanasy, N. M., Dasborough, M. & Ascough, K. W. (in press). Addressing the emotional dimensions of leadership: Teaching leadership with

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