Abstract
The paper outlines Richard E. Boyatzis' research on the value and significance of emotional intelligence (IE) in the workplace. The paper discusses the articles, studies and chapter of a book entitled "Emotional Intelligence: Theoretical and Cultural Perspectives" that have been authored by Boyatzis. The paper also suggests two secondary articles and sources that refer to the work of Boyatzis on the assessment and measurement of IE and its limitations.

From the Paper
"Richard E. Boyatzis is Professor of Organizational Behavior, Chair of the Department of Organizational Behavior in the Weatherhead School of Management at Case Western Reserve University, Cleveland. While he is well-known for his research and has published numerous articles on the subject of Emotional intelligence ( EI), other areas of research involvement include adult development and leadership.(Biography) He is one of the leading exponents, with figures like Goleman, of the value and significance of emotional intelligence in the workplace."

Tags:competencies, evaluation, quantification, limitations, Goleman

Abstract
In this paper, the writer examines the article "Primal Leadership: The Hidden Drive of Great Performance" by Goleman Boyatzis and McKee. The writer notes that these authors pointed out the importance of using emotional intelligence in leadership.

From the Paper
These authors pointed out the importance of using emotional intelligence in leadership. Goleman et al stated that research findings support the notion that emotional intelligence improves results and a leader's mood has a critical role in this dynamic. For example a ruthless or angry supervisor creates a toxic environment. On the other hand an inspirational and happy leader provides motivation for people and inspires them to rake challenges. Thus the leader must ..."

Tags:primal leadership, Goleman, Boyatzis, McKee

Abstract
This paper focuses on the psychological effects of the stress caused by the ongoing threat of war and terrorism, specifically as experienced by the youth of Israel. The paper explains that the intent of terrorism is to force ideological and political change in nations that terrorists ideologically and politically oppose, and that those most psychologically susceptible to these continual escalations are children, adolescents, and women. Each of these three demographic groups absorb the majority of psychological shock from terrorist attacks, the paper asserts, and have the highest levels of Post-Traumatic Stress Disorder (PTSD) as well. The paper notes that resiliency is found in children, adolescents, and women who have exceptionally strong family and interrelationships, yet those who are isolated often have the most severe reactions to terrorism and experience longer periods of PTSD. The paper's intent is to analyze and explain how best to create greater emotional intelligence (EI) on the part of Israeli children, adolescents, and women so that the longer-term psychological impacts of terrorism can be minimized.

Outline:
Abstract
Emotional Intelligence as a Means of Countering the Effects of Terrorism
Comparing Emotional Intelligence Theorists and Research Approaches
Applying Salovey and Mayer Theories to Israeli PSTD Prevention Strategies
Applying Goleman and Boyatzis Theories to Israeli PSTD Prevention
Conclusions and Recommendations
References

From the Paper
"Goleman's interpretations of EI competencies included both personal and social competencies at the beginning of the model creation process, and have been expanded over time. The rapid growth for PSTD prevention strategies as a result of terrorism globally and in the Middle East specifically is leading to the acceleration of Goleman's theories. As a result, Goleman's theories have evolved into four overarching clusters of EI skills: self-awareness, self-management, social awareness, and relationship management (Goleman, 2001; Boyatzis, Goleman & Rhee, 1999). The four clusters represent a recognition and regulation cluster for both the individual (self) and social competencies (other). The self-awareness cluster includes the competencies of emotional self-awareness, accurate self-assessment, and self-confidence. Self-management was originally defined as an individual regulation cluster that includes the competencies of emotional self-control, trustworthiness, conscientiousness, adaptability, achievement drive, and initiative. Moving into the social competence clusters, the awareness or recognition cluster is labeled social awareness. Empathy, service orientation, and organizational awareness are all social awareness competencies. Lastly, the social regulation cluster is comprised of the following norms: developing others, influence, communication, conflict management, visionary leadership, change catalyst, teamwork and collaboration, and building bonds (Goleman, 2001). The measurement of EI in at-risk demographic groups within Israel with the specific purpose of averting the long-term effects of PSTD needs to be based on the Emotional Competence Inventory (ECI) as defined by Boyatzis and Goleman (et.al.)"

Tags:PTSD, post, traumatic, war, children

Abstract
This paper defines the skills required for business leadership, including communication skills and other interpersonal skills.. The author outlines the various roles played by supervisors and managers. The paper cites the theories of Richard Boyatzis.

From the Paper
"Richard Boyatzis more than ... years ago identified the basic competencies required for effective supervision or management. Among those competencies, Boyatzis included excellent communication skills, the ability to work well with others, a high level of motivation and positive self-esteem, accurate self-assessment, logical thinking ability and the ability to use power effectively in such tasks as planning, organizing, controlling, motivating and coordinating .While countless books on managerial and supervisory skills and competencies since Boyatzis' ... year-old classic "The Competent Manager" was published and while terminology and buzzwords ... "

Tags:business, leadership, supervision

Abstract
This paper provides insights into how project managers are using emotional intelligence to manage their own activities and those of the teams they manage, infusing team dynamics with emotional intelligence, making the tasks of accomplishing key milestones more achievable.

Table of Contents:
Introduction
The Generational Shift in Valuing Emotional Intelligence
Emotional Intelligence Theories
Analyzing the Work of Salovey and Mayer
Analyzing the Work of Goleman and Boyatzis
Evaluating and Analyzing Other Theories and Definitions of Emotional Intelligence
Evaluating Team Leadership and Emotional Intelligence
Transformational Leadership and Its Impact on Cross-Functional Teams
Summary

From the Paper
"Much of the first research completed on cross-functional team dynamics and the role of EI in greater performance began with limited sample sizes of groups who had been specifically chosen due to their high levels of performance and achievement. In 1975, David McClelland proposed the use of individual competencies to assess the difference between outstanding and average performers and began creating a rudimentary framework for EI. In 1998, he showed that EI competencies were a distinguishing factor between the star and average performers."

Tags:environment, components, awareness, regulation, ownership

Abstract
The paper explains that the effectiveness of project managers in a team environment is directly linked to their emotional intelligence (EI) and corresponding ability to create an environment of transformational leadership in their organizations. The paper shows how transformational leadership styles, supported by a strong set of EI precepts, values, behaviors and approaches to interacting on cross-functional teams, does deliver significantly stronger results over time.

Outline:
Summary
The Generational Shift in Valuing Emotional Intelligence
Emotional Intelligence Theories
Evaluating Team Leadership and Emotional Intelligence
Transformational Leadership and its impact on Cross-Functional Teams
Summary

From the Paper
"Early theorists often remarked that knowledge of and strategizing over the emotions of workers was tantamount to manipulative management practices, and that emotions were to be controlled first by the individual. The beginnings of EI were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were to be controlled by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940)."

Tags:achievement, cooperation, Salovey, Mayer, Goleman, Boyatzis