A Weighted Group EI Incorporating Role Information for More Representative Group EI Measurement
Emotional intelligence (EI) is a well-established personal characteristic. It has been viewed as a critical factor which can influence an individual's academic achievement, ability to work and potential to succeed. When working in a group, EI is fundamentally connected to the group members' interaction and ability to work as a team. The ability of a group member to intelligently perceive and understand own emotions (Intrapersonal EI), to intelligently perceive and understand other members' emotions (Interpersonal EI), and to intelligently perceive and understand emotions between different groups (Cross-boundary EI) can be considered as Group emotional intelligence (Group EI). In this research, a more representative Group EI measurement approach, which incorporates the information of the composition of a group and an individual’s role in that group, is proposed. To demonstrate the claim of being more representative Group EI measurement approach, this study adopts a multi-method research design, involving a combination of both qualitative and quantitative techniques to establish a metric of Group EI. From the results, it can be concluded that by introducing the weight coefficient of each group member on group work into the measurement of Group EI, Group EI will be more representative and more capable of understanding what happens during teamwork than previous approaches.
[1] J. D. Mayer and P. Salovey, “What is emotional intelligence?” in Emotional development and emotional intelligence: Educational implications, 1997, pp. 3-31.
[2] D. Goleman, Emotional Intelligence: why it can matter than IQ? New York: Bantam Books, 1995.
[3] A. L. Day and S. A. Carroll, “Using an ability-based measure of emotional intelligence to predict individual performance, group performance, and group citizenship behaviours,” Personality and Individual Differences, 2004.
[4] M. Slaski and S. Cartwright, “Health, performance and emotional intelligence: an exploratory study of retail managers,” Stress and Health, pp. 63-68, 2002.
[5] D. Goleman, Working with Emotional People, N.Y.: Bantam, 1998.
[6] P. J. Jordan, N. M. Ashkanasy, C. E. Härtel and G. S. Hooper, “Workgroup emotional intelligence Scale development and relationship to team process effectiveness and goal focus,” vol. 12, no. 2, pp. 195-214, 2002.
[7] J. Luca and P. Tarricone, “Does emotional intelligence affect successful teamwork?” 2001.
[8] V. U. Druskat and S. B. Wolff, “Harvard Business Review: Building the Emotional intelligence of Groups,” 2001.
[9] R. M. Belbin, Management Teams: Why They Succeed or Fail, Butterworth-Heinemann, 2010.
[10] C. S. Wong and K. S. Law, “The effects of leader and follower emotional intelligence on performance and attitude,” The Leadership Quarterly, vol. 13, no. 3, p. 243– 274, 2002.
[11] J. R. McColl-Kennedy and R. D. Anderson, “Impact of leadership style and emotions on subordinate performance,” The Leadership Quarterly, vol. 13, no. 5, pp. 545-559, 2002.
[12] J. M. George, “Emotions and leadership: the role of emotional intelligence,” Human Relations, vol. 53, pp. 1027-1055, 2000.
[13] P. J. Jordan and A. C. Torth, “Managing emotions during team problem solving: Emotional intelligence and conflict resolution,” Human Performance, vol. 17, pp. 195-218, 2004.
[14] R. K. Cooper and A. Sawaf, Executive EQ, Emotional intelligence in leadership and organizations, New York: Grossett/ Putnam, 1997.
[15] A. C. Mooney, P. J. Holahan and A. C. Amason, “Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict,” Journal of Management Studies, vol. 44, pp. 733-758, 2007.
[16] V. U. Druskat and S. B. Wolff, Group emotional competence and its influence on group effectiveness, 2001, p. 132–155.
[17] P. J. Jordan and S. A. Lawrence, “Emotional intelligence in teams: Development and initial validation of the short version of the workgroup emotional intelligence profile (WEIP-S),” Journal of Management & Organization, p. 452–469, 2009.
[18] D. P. Goleman, R. Boyatzis and A. McKee, “Primal Leadership: Realizing the Power of Emotional Intelligence,” Human Resource Development Quarterly, vol. 14, no. 2, pp. 235-238, 2003.
[19] A. T. Pescosolido, “Emergent leaders as managers of group emotion,” The Leadership Quarterly, vol. 13, no. 5, p. 583–599, 2002.
[20] E. S. Koman and S. B. Wolff, “Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance,” journal of Management Development, vol. 27, no. 1, pp. 55-75, 2008.
[21] R. L. Jacobs, “Using human resource functions to enhance emotional intelligence.,” in the emotionally intelligent workplace: How to select for measure, and improve emotional intelligence in individuals, groups and organizations, John Wiley & Sons, 2001.
[22] H. Gardner, Frames of Mind: The Theory of Multiple Intelligences, 1993.
[23] K. Tiffany and F. Dansereau, “Leadership and Empowerment: A Social Exchange Perspective,” 1995.
[24] P. J. Jordan and N. M. Ashkanasy, “Emotional Intelligence, emotional Self-awareness, and Team Effectiveness” in Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups, 2006, p. 145–163.
[1] J. D. Mayer and P. Salovey, “What is emotional intelligence?” in Emotional development and emotional intelligence: Educational implications, 1997, pp. 3-31.
[2] D. Goleman, Emotional Intelligence: why it can matter than IQ? New York: Bantam Books, 1995.
[3] A. L. Day and S. A. Carroll, “Using an ability-based measure of emotional intelligence to predict individual performance, group performance, and group citizenship behaviours,” Personality and Individual Differences, 2004.
[4] M. Slaski and S. Cartwright, “Health, performance and emotional intelligence: an exploratory study of retail managers,” Stress and Health, pp. 63-68, 2002.
[5] D. Goleman, Working with Emotional People, N.Y.: Bantam, 1998.
[6] P. J. Jordan, N. M. Ashkanasy, C. E. Härtel and G. S. Hooper, “Workgroup emotional intelligence Scale development and relationship to team process effectiveness and goal focus,” vol. 12, no. 2, pp. 195-214, 2002.
[7] J. Luca and P. Tarricone, “Does emotional intelligence affect successful teamwork?” 2001.
[8] V. U. Druskat and S. B. Wolff, “Harvard Business Review: Building the Emotional intelligence of Groups,” 2001.
[9] R. M. Belbin, Management Teams: Why They Succeed or Fail, Butterworth-Heinemann, 2010.
[10] C. S. Wong and K. S. Law, “The effects of leader and follower emotional intelligence on performance and attitude,” The Leadership Quarterly, vol. 13, no. 3, p. 243– 274, 2002.
[11] J. R. McColl-Kennedy and R. D. Anderson, “Impact of leadership style and emotions on subordinate performance,” The Leadership Quarterly, vol. 13, no. 5, pp. 545-559, 2002.
[12] J. M. George, “Emotions and leadership: the role of emotional intelligence,” Human Relations, vol. 53, pp. 1027-1055, 2000.
[13] P. J. Jordan and A. C. Torth, “Managing emotions during team problem solving: Emotional intelligence and conflict resolution,” Human Performance, vol. 17, pp. 195-218, 2004.
[14] R. K. Cooper and A. Sawaf, Executive EQ, Emotional intelligence in leadership and organizations, New York: Grossett/ Putnam, 1997.
[15] A. C. Mooney, P. J. Holahan and A. C. Amason, “Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict,” Journal of Management Studies, vol. 44, pp. 733-758, 2007.
[16] V. U. Druskat and S. B. Wolff, Group emotional competence and its influence on group effectiveness, 2001, p. 132–155.
[17] P. J. Jordan and S. A. Lawrence, “Emotional intelligence in teams: Development and initial validation of the short version of the workgroup emotional intelligence profile (WEIP-S),” Journal of Management & Organization, p. 452–469, 2009.
[18] D. P. Goleman, R. Boyatzis and A. McKee, “Primal Leadership: Realizing the Power of Emotional Intelligence,” Human Resource Development Quarterly, vol. 14, no. 2, pp. 235-238, 2003.
[19] A. T. Pescosolido, “Emergent leaders as managers of group emotion,” The Leadership Quarterly, vol. 13, no. 5, p. 583–599, 2002.
[20] E. S. Koman and S. B. Wolff, “Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance,” journal of Management Development, vol. 27, no. 1, pp. 55-75, 2008.
[21] R. L. Jacobs, “Using human resource functions to enhance emotional intelligence.,” in the emotionally intelligent workplace: How to select for measure, and improve emotional intelligence in individuals, groups and organizations, John Wiley & Sons, 2001.
[22] H. Gardner, Frames of Mind: The Theory of Multiple Intelligences, 1993.
[23] K. Tiffany and F. Dansereau, “Leadership and Empowerment: A Social Exchange Perspective,” 1995.
[24] P. J. Jordan and N. M. Ashkanasy, “Emotional Intelligence, emotional Self-awareness, and Team Effectiveness” in Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups, 2006, p. 145–163.
@article{"International Journal of Business, Human and Social Sciences:79184", author = "Siyu Wang and Anthony Ward", title = "A Weighted Group EI Incorporating Role Information for More Representative Group EI Measurement", abstract = "Emotional intelligence (EI) is a well-established personal characteristic. It has been viewed as a critical factor which can influence an individual's academic achievement, ability to work and potential to succeed. When working in a group, EI is fundamentally connected to the group members' interaction and ability to work as a team. The ability of a group member to intelligently perceive and understand own emotions (Intrapersonal EI), to intelligently perceive and understand other members' emotions (Interpersonal EI), and to intelligently perceive and understand emotions between different groups (Cross-boundary EI) can be considered as Group emotional intelligence (Group EI). In this research, a more representative Group EI measurement approach, which incorporates the information of the composition of a group and an individual’s role in that group, is proposed. To demonstrate the claim of being more representative Group EI measurement approach, this study adopts a multi-method research design, involving a combination of both qualitative and quantitative techniques to establish a metric of Group EI. From the results, it can be concluded that by introducing the weight coefficient of each group member on group work into the measurement of Group EI, Group EI will be more representative and more capable of understanding what happens during teamwork than previous approaches.
", keywords = "Emotional intelligence, EI, Group EI, multi-method research, teamwork.", volume = "13", number = "9", pages = "1312-13", }
