Emotional Intelligence Research Paper

Currently more than 30 different widely-used measures of EI have been developed. Although there is some clarity within the EI field regarding the types of EI and their respective measures, those external to the field are faced with a seemingly complex EI literature, overlapping terminology, and multiple published measures. The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits?And, what are mediating processes in this relationship?

In comparison to measures of cognitive ability that have objectively right/wrong answers (e.g., mathematical problems), items designed to measure emotional abilities often rely on expert judgment to define correct answers which is problematic for multiple reasons (Roberts et al., 2001; Maul, 2012).

We conclude with a comprehensive review of the major measures of EI in terms of factor structure, reliability, and validity.

The purpose of this article is to review major, widely-used measures of Emotional Intelligence (EI) and make recommendations regarding their appropriate use. Saklofske (San Diego, CA: Academic Press), 381–414.

Accordingly, it was argued that individuals high in EI could accurately perceive certain emotions in themselves and others (e.g., anger, sadness) and also regulate emotions in themselves and others in order to achieve a range of adaptive outcomes or emotional states (e.g., motivation, creative thinking).

However, despite having a clear definition and conceptual basis, early research on EI was characterized by the development of multiple measures (e.g., Bar-On, 1997a,b; Schutte et al., 1998; Mayer et al., 1999) with varying degrees of similarity (see Van Rooy et al., 2005).

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