New Horizons in Management series
Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 14: Emotional and Social Intelligence Competencies
Richard E. Boyatzis Introduction Human talent has many components from values to traits to skills. These elements are conceptualized, deﬁned, and measured in many ways. Often attributed to a statement by Edward Thorndike in the 1920s, eﬀorts to explore deep capability have been linked to various forms of ‘intelligence’ beyond cognitive. In contrast to the cognitive realm, these alternatives are using the term ‘intelligence’ to connote a core or basic capability of the individual as it applies to various aspects of human comportment. Emotional and social intelligence competencies are a behavioral manifestation of two of these sets of abilities. Research published over the last 30 years or so shows us that outstanding leaders, managers, advanced professionals and people in key jobs, from sales to bank tellers, appear to require three clusters of behavioral habits as threshold abilities and three clusters of competencies as distinguishing outstanding performance. The threshold clusters of competencies include: 1. 2. 3. expertise and experience is a threshold level of competency; knowledge (i.e., declarative, procedural, functional and metacognitive) is a threshold competency; and an assortment of basic cognitive competencies, such as memory and deductive reasoning are threshold competencies. There are three clusters of competencies that diﬀerentiate outstanding from average performers in many countries of the world (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982; Thornton and Byham, 1982; Howard and Bray, 1988; Luthans et. al., 1988; Campbell et al., 1970; Spencer and Spencer, 1993; Goleman, 1998; Goleman et al., 2002). They are: 1. 2....
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