Abstract
This paper explains that a series of studies have linked emotional intelligence (EI) with increased performance outcomes in the workplace such as employee effectiveness ratings, sales quota indices, leadership capacity, career commitment and managerial advancement. The author points out that the commonly accepted models of emotional intelligence (EI), which differ from the logical type termed as IQ or general intelligence, share several basic concepts including self-awareness, self-management, social awareness and relationship management. The paper suggests that hypotheses for research should be to acknowledge the need to establish further the connection between emotional intelligence and work outcomes and to establish the greater impact of EI scores on sales performance as contrasted to IQ scores.

Table of Contents:
Introduction
Background of the Study
Statement of the Problem
Definition of Terms and Suggested Measures
Hypotheses of the Study
Further Research and Limitations of the Study

From the Paper
"The Goleman-Boyatzis-Hay Emotional Competency Inventory is also based on a series of statements - but since it's a 360-degree instrument, individuals other than the test's subject are asked to answer the same questions about that subject. In this case, the ratings run from one to seven, with one being "slightly" and seven, "very." In practical terms, the Goleman-Boyatzis-Hay approach has focused less on training emotional intelligence than on addressing specific deficiencies in those competencies."

Tags:assessment, iq, correlation, awareness, competencies

Abstract
This research study examines how emotional intelligence may impact sales outcomes, and to what extent the research conducted in the past has effectively explored the direct relationship between sales outcomes and emotional intelligence. The paper explains that the literature review focused on previous methodologies, hypothesis, concepts and analytical procedures to help establish whether data correlating emotional intelligence scores to sales outcomes was more qualitative or quantitative in nature. The author points out that, from the review of the literature, it is clear that much of the research focused broadly on the ways emotional intelligence may impact outcome without too much specificity given to the topic of sales outcomes. The paper concludes that future research needs to focus on exploring the exact impact emotional intelligence has on sales outcomes, exploring how negative emotional intelligence affects the organization and examining what tools, aside from applied learning or goal orientation, can be used to transform negative emotional intelligence into positive intelligence.

Table of Contents:
Literature Review
Emotional Intelligence Defined
Review of Popular Studies
Summary of Literature Analysis of Gaps

From the Paper
"Ashkanasy (2002) conducted a study of emotional intelligence and perception of emotion in organizations in an attempt to improve understanding of "organizational behavior through investigation of the cognitive and affective processes" underlying attitudes among employees and behavior. The author hypothesized that leaders within an organization are characterized by certain traits or outcomes that may predispose them to their roles within the organization, concluding that attribution theory is most likely the best causal explanation for why people act the way they do, and how this may impact organizational efficacy, as in the case of sales.

Tags:feelings, meta-analysis, case-study, self-report, orientation

Abstract
This paper explains that the Mayer and Salovey's model of emotional intelligence (EI) states that emotional intelligence, which is a person's capacity to understand emotional information and to reason with emotions, can be divided into four branches of abilities. The author stresses that emotional intelligence should not be perceived as just an added factor to IQ. The paper discusses five component abilities of EI: self-awareness, management, motivation, empathy and handling relationships.

Table of Contents:
Mayer and Salovey's Model
The Feelings and Emotions
Importance of Emotional Intelligence
Components of Emotional Intelligence

From the Paper
"Thus, emotional intelligence is really important to attaining and maintaining good leadership qualities. And it is true. Knowledge about numbers, language, marketing stuffs or even about military, finance, church and the people among other are important, but that does not assure that one can be an effective leader if he/she has all those qualities. Compassion for the people, commitment for the job, passion to work and to understanding the needs of the people around, being able to empathize - these are equally important attributes of the leader and even of the most ordinary citizen."

Tags:leadership, empathy, self-awareness, utilize, relationships

Abstract
This paper compares emotional intelligence (EI) to our intelligence quotient (IQ). It explains that EI has to do with such things as instinct, feelings, and responses to stimuli; it is based, to a large degree, in our evolution. Our IQ, on the other hand, can be thought of as a measure of our rational mind, how we remember what we are taught and then apply those lessons to certain situations.

From the Paper
"Thus, emotions play a vital role in our daily lives. They affect everything: how we respond to a given situation, how we learn, how we interact with others, and more. It is very difficult, if not impossible, to separate emotions from intellect. Unfortunately, when it comes to children " and to their schooling in particular " that is exactly what happens. Book learning and how well children can regurgitate lessons learned takes precedence over whether or not children are actually comprehending and learning. In other words, EI often takes a backseat to IQ."

Tags:quotient, intellect, brain

Abstract
This paper explains that success in today's intricate, global business environment depends not only on the individual's knowledge of the subject or process, but also on his or her emotional intelligence, the level of ability to understand other people, what motivates them, and how to work cooperatively with them. The author points out that, although there are various testing procedures for EI, at this time there is no brief, objective, theoretically grounded measure of EI, which is generally acceptable in terms of reliability and validity. The paper recommends that organizations can help employees develop emotional competencies, even in the absence of measurement, by employing 'best practices' guidelines.

Table of Contents
Introduction
Introduction to Emotional Intelligence
Findings
Conclusion
Appendix A: Emotional Intelligence Test
Appendix B: Sample Question from Goleman's EI Test

From the Paper
"Although Akers & Porter did not provide any extensive valid EQ test procedure, they did suggest a self test (see appendix), the value of which might lies in convincing CPAs, or any skill worker, of the value of EQ recognition. They also offered compelling statistics, at least in that limited field. "A study of partners at a large public accounting firm showed that those with significant strengths in self-management contributed 78% more incremental profit than partners who did not have these skills." While that was only one of the EQ components they enumerated, those with strong social sills had added 110% more to profit than those with only self-management skills. Conversely, CPAS with only significant analytical reasoning skills contributed only 50% more incremental profit."

Tags:test, reliability, accounting, processes, training

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 discusses emotional intelligence (EI) and how it is considered to be a competitive advantage as far as leadership is concerned. The paper begins by listing the five characteristics that comprise EI and then goes on to discuss how it has become a sine qua non condition for managing people. Next, the paper points out that EI should not be the attribute of leaders only, as it should be promoted among all the members of the work environment. The four steps needed for promoting and implementing EI among the workforce by leaders are then discussed by the paper. The paper concludes that EI has become a vital factor in the activity of leaders and their subordinates as well. Developing EI skills is important for employees, and crucial for leaders.

From the Paper
"For a while now, it is a known fact that EI matters a great deal in the workplace, no matter the nature of one's work. EI is now associated with other major skills that weigh a lot in succeeding in one's field of work. In certain areas, people with high EIQ are considered to be more successful than people with high IQ, but with lower EIQ. Both theoreticians and practitioners agree that "successful organizations in the future will be those that grow their people with outstanding EQ."

Tags:perceive, assimilate, self-motivation, empathy, manage, emotions

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

Abstract
The paper outlines a proposed study on the concept of emotional intelligence (EI). The paper discusses how both American and British governments have taken policy initiatives to include EI as a vital component of mental well-being. The paper then looks at evidence in favor of emotional literacy and raises the question of whether student performance can be measured.

Outline:
Introduction
Background of the study
A Concise Examination of Various Policies and Government Initiatives
Evidence in Favor of Emotional Literacy
Can Emotional Literacy be Taught?
Significance of the study
Data Collection
The Inclusion and Exclusion Criteria
Conclusion

From the Paper
"The term emotional intelligence (EI) was coined by a team of two scientists in 1990 named Mayer & Salovery who categorized this form of human intelligence into three different categories; namely; (1) enabling a person to monitor one's own emotions and that of others; (2) to differentiate between these emotions whether they are positive or negative and (3) to utilize these emotions towards positive ends (Mayer and Salovery, 1990). These three categories have formed the basis of EI research and advancement into educational curriculum."

Tags:mental, wellbeing, literacy, student, performance

Abstract
The paper looks at a study that showed how people high in emotional intelligence (EI) were high in the work/life balance and less characterized by materialistic values and money obsession. The paper discusses the importance of the study and its application to improving and promoting sales performance. The paper also examines several other studies and discusses their implications that guidelines measuring EI could lead to a company's higher performance.

From the Paper
"In one of his books titled Emotional Intelligence: Why it Can Matter More than IQ (1995), Daniel Goleman highlights the importance of self-awareness, self-regulation, motivation, empathy and social skill in management capability, an emphasis which serves to draw attention to previously somewhat neglected non-cognitive aspects of relating. Goleman focused on the specific of emotional intelligence in the workplace as well. He stated that different jobs also favor different types of emotional intelligence. Success in sales for instance requires the empathic ability to gauge a customer's mood and the interpersonal skill to decide when to pitch a product and when to keep quiet (cited in Murray, 1998). On the other hand success in painting or professional tennis requires a more individual form of self-discipline and motivation. "

Tags:performance, competencies, personality, attitude