Holistic Organizational Development and Training

Excerpt from John J. Errigo's Thesis titled "Emotional Intelligence: A Positive Influence on Leadership Effectivness and Cohesive Team Development" (J. Errigo, Saint Joseph's University P. 20-21, 2009).

Emotional Intelligence and Leadership Pt4

General Theory of Emotional Intelligence

Research contends how emotional intelligence is a valuable professional attribute. “EI is claimed to affect a wide array of work behaviors, including employee commitment, teamwork, development of talent, innovation, quality of service, and customer loyalty” (Zeidner, Matthews, & Roberts, 2004 p. 386). It is important to note people with emotional intelligence are self aware and aware of others, it makes sense that they would have more success in the workplace, since these qualities would be important when interacting and building relationships with other professionals. “Research attests that people with high levels of emotional intelligence experience more career success, build stronger personal relationships, lead more effectively, and enjoy better health than those with low emotional intelligence” (Zeidner, Matthews, & Roberts, 2004 p. 386). An emotionally intelligent person may be more successful in the workplace. As noted by Goleman, an author and EI expert, (1995, 1998), contends emotionally intelligent individuals presumably succeed at communicating their ideas, goals, and intentions in interesting and assertive ways, thus making others feel better suited to the occupational environment. Emotionally intelligent people may be more interpersonally effective in the workplace since they are aware of their environment, others and know how to act accordingly.


As noted in the four dimensions of EI, the understanding emotion dimension can be noted as an integral part of interpersonal effectiveness in the workplace. In the research of Salovey, Mayer & Caruso (2002), they described how the understanding emotion dimension is important in perceiving how environmental influences (e.g., message content, verbal, and nonverbal cues) facilitate the transition from one emotional state to another. This is important because environmental influences are primarily responsible for how someone responds in a situation. A person who is open to these influences possesses the ability to listen to these cues. Listening is also an important part of interpersonal effectiveness. “Active listening behaviors assure the sender that their message has been accurately understood as well as signal that the sender’s opinions are valued and taken seriously” (Rode, et al., 2007, p. 402). Good listening skills can be perceived as a dynamic instrument in the process of effective communication. Combining good listening skills and utilizing the understanding emotion dimension of EI will greatly enhance communication in the workplace. EI can then be seen as a valuable tool in communication and the effective realization of outcomes in the workplace since it builds on the personal dynamics of communication; the awareness of self and the awareness of others.

All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)