Career Management Systems-EQ Research

It is the ability to read emotions, use emotions effectively, understand them and manage them for the appropriate situation.

This ability can be measured and trained to improve effectiveness and consequently bottom line results.

Download the Business Case for Emotional Intelligence

Day, A. L., & Carroll, S. A. (2008). Faking emotional intelligence (EI): Comparing response distortion on ability and trait-based EI measures. Journal of Organizational Behavior, 29(6), 761-784.

This study compared the susceptibility of two EI tests to faking. In a laboratory study, participants completed the EQ-i and the MSCEIT in two sessions. In the first session (i.e., the 'applicant condition'), participants were given a job description and asked to respond to the EI measures as though they were applying for that job. Participants returned 2 weeks later to repeat the tests in a 'non-applicant' condition in which they were told to answer as honestly as possible. Mean differences between 'applicant' and 'non-applicant' condition indicated that the EQ-i was more susceptible to faking than the MSCEIT. Results also revealed that participants were more likely to be selected for the job based on their applicant condition EQ-i scores than their non-applicant EQ-i scores, but they had an equal chance of being selected based on their MSCEIT scores from each condition. Implications for the use of these two EI tests are discussed.

Customer-oriented selling: Exploring the roles of emotional intelligence and organizational commitment
Elizabeth J. Rozell, Charles E. Pettijohn *, R. Stephen Parker
Southwest Missouri State University
email: Charles E. Pettijohn (cep288f@smsu.edu)

*Correspondence to Charles E. Pettijohn, Department of Marketing, College of Business Administration, Southwest Missouri State University, 901 South National Avenue, Springfield, MO 65804

Abstract

Professional salespeople are often placed in situations where role conflict and ambiguity are prevalent. They are generally expected to sell a firm's products and services to generate immediate profits, while simultaneously building customer satisfaction and promoting lifetime customers and the long-term economic viability of the firm. The concept of customer-oriented selling illustrates the conflict, as salespeople are required to forgo immediate benefits in lieu of long-term rewards. The purpose of this study was to determine the relationships existing between customer-oriented selling, emotional intelligence, and organizational commitment. The results indicate that a salesperson's customer orientation level is significantly related to emotional intelligence. Implications of the findings indicate that managers should consider using emotional intelligence as a selection and human-resource development tool, as improvements in emotional intelligence are correlated with greater levels of customer orientation. © 2004 Wiley Periodicals, Inc.

Côté, S. & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28.

This study examined the relationship between EI, as measured by the MSCEIT, cognitive intelligence (CI), and job performance, as measured by supervisory ratings based on a 5-item scale adapted from McCarthy and Goffin (2001). Subjects were 175 managerial, administrative, and professional full-time employees of a large public university. Results found that CI moderated the association between EI and job performance. EI became a stronger predictor of job performance and organizational citizenship behavior directed at the organization (OCBO) (e.g., defend the organization when other employees criticize it) as CI decreased. Results suggest that using CI tests alone to predict job performance entails risk, because employees with low CI can perform effectively if they have high EI. The authors propose several mechanisms by which EI may enhance the job performance of individuals with low CI.