Edited by Alexander-Stamatios G. Antoniou, Cary L. Cooper, George P. Chrousos, Charles D. Spielberger and Michael William Eysenck
Chapter 26: Emotional Intelligence and Coping with Occupational Stress: What Have We Learned So Far?
Moshe Zeidner Overview Emotional intelligence (EI) has ﬁgured prominently in both the academic literature and mass media as a pivotal factor contributing to organizational processes and outcomes (see Zeidner et al., 2006; Zeidner et al., 2009). EI is frequently claimed to be part and parcel of what it takes to be an eﬀective organizational citizen and as a prerequisite for performing eﬀectively on the job. It is readily apparent that EI has become an integral part of the discussion surrounding eﬀective organizational recruiting and placement, functioning, leadership, and occupational training. In the rapidly changing world of business and commerce, characterized by dynamic growth and development, constant change and economic competition, both cognitive and technical skills are of the essence. In order to succeed at work, employees need a broad arsenal of emotional and social skills. Among the socio-emotional competencies essential for success in the modern workforce are: motivation to work hard towards eﬀectively achieving group goals; adaptability in the face of obstacles and setbacks; communication and negotiation skills; emotion regulation to maintain a positive and energetic mood and to contain negative emotions; and eﬀective transformational leadership skills to lead work teams. Much of the interest surrounding EI in organizational settings is based on the working assumption that EI can play a major role in making the workplace a more productive, proﬁtable, as well as enjoyable place. Proponents of EI claim that the integration of both explicit cognitive knowledge and tacit emotional knowledge on the...
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