Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 13: The Use of Emotional Intelligence in Business: Resolving Varying Definitions and Measures and their Relationship to Work Performance

Peter J. Jordan

Subjects: business and management, organisational behaviour


13 The use of emotional intelligence in business: resolving varying definitions and measures and their relationship to work performance Peter J. Jordan* Introduction While doing the background research to write this chapter, I noticed that Daniel Goleman’s book is now being published in a 10-year anniversary edition. This is significant. It was Goleman’s (1995) book that first drew the public’s attention to the concept of emotional intelligence and outlined the connection between emotional intelligence and business. Indeed, the editors of this book note that Goleman’s book was a major catalyst for business taking a broader interest in research into emotions in organizations. While Goleman has done much to raise the profile of emotions in organizations and emotional intelligence in particular, he has also generated discord between researchers and consultants and human resource specialists over what it is to be ‘emotionally intelligent’. Academics have extensively debated the emotional intelligence construct definition (see Mayer et al., 2000; Matthews et al., 2002; Jordan et al., 2003; Murphy, 2006) and methods of measurement (Mayer et al., 2003). Despite these debates, the concept of emotional intelligence (no matter what the construct definition) is making a difference in business – or at least that is the opinion of many practitioners in information technology (Levinson, 2003), in human resource management (Neely-Martinez, 1997), in finance (Kirch et al., 2001) and in management (Myers & Tucker, 2005). The purpose of this chapter is to examine the use of emotional intelligence in business, and to review...

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