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Emotional intelligence has for many years been an accepted skill in business, if one tough to measure. Emotional intelligence is a predictor of managerial success, and that it can be measured through performance analysis, rather than through testing. As business today has become more oriented towards teamwork, there has been a push to analyze the level of emotional intelligence in the team setting. There are multiple dimensions to emotional intelligence -- self-awareness, self-regulation, motivation, empathy and social skills. The same skills that lead to a high EI level are the ones used in teams -- since teamwork is defined by a high level of social interdependence. Positive, effective interpersonal relationships are an important element of successful teams. A high EI contributes to such relationships. Assessing the EI of teams therefore rests on the ability of management to assess these particular traits within the team and its individual members.
One of the skills needed in a team setting is that the team members, and leaders in particular, must address the issue of each individual's emotions. It is important that all team members are on the same emotional wavelength. There are instances where one team member may deviate from team norms...
In these instances, it is for the rest of the group to moderate this behavior, to have that individual conform to group norms. Groups need to be aware of the emotional level of their own members, and that requires some degree of conversation. The free flow of communication between group members, especially the ability for group members to speak frankly but without conflict, is a sign of a team with healthy emotional intelligence. In addition, team members should be able and willing to work together, and give each other credit where warranted. This latter aspect of communication would serve as direct evidence that empire-building was not taking place within the team.
The group needs to set its own emotional levels, so that there is a common group emotional level. It is desirable for teams to establish common group emotions in order to establish clear norms. This way, those whose emotional level deviates from the group norm can be more easily identified and the group can establish strategies to deal with that emotional level. Management can see, for example, when one member of the team contributes less or is isolated from the…
Works Cited:
Druskat, V. & Wolff, S. (2008). Building the emotional intelligence of groups. Harvard Business Review. Retrieved March 7, 2013 from http://www.talentfactor.nl/wp-content/uploads/2011/09/Building_The_Emotional_Intelligence_of_Groups_HBR_spring_2008.pdf
Dulewicz, V. & Higgs, M. (2000). Emotional intelligence -- A review and evaluation study. Journal of Managerial Psychology. Vol. 15 (4) 341-372.
Luca, J. & Tarricone, P. (no date). Does emotional intelligence affect successful teamwork? Edith Cowan University. Retrieved March 7, 2013 from http://www.ascilite.org.au/conferences/melbourne01/pdf/papers/lucaj.pdf
Prati, L., Douglas, C., Ferris, G., Ammeter, A. & Buckley, M. (2003). Emotional intelligence, leadership effectiveness, and team outcomes. International Journal of Organizational Analysis. Vol. 11 (1) 21-40.
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