Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 13: The Use of Emotional Intelligence in Business: Resolving Varying Definitions and Measures and their Relationship to Work Performance
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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