EQ and the Bottom Line: Emotional Intelligence …

1 EQ and the Bottom Line: Emotional Intelligence Increases IndividualOccupational performance , Leadership andOrganisational ProductivityGeetu Bharwaney, Reuven Bar-On and Ad le MacKinlayEQ and the Bottom Line: Emotional Intelligence Increases IndividualOccupational performance , Leadership andOrganisational ProductivityGeetu Bharwaney, Reuven Bar-On and Ad le MacKinlayFirst published in the UK byEi World Limited4 Doolittle Mill, Ampthill, Bedfordshire MK45 2 NDTel: +44-1525-840090, Fax: +44-1525-840092, Email: Web: Bharwaney, Bar-On & MacKinlay 2007, 2011 First Published 2007, Reprinted 2011 by Ei WorldThe rights of Bharwaney, Bar-On and MacKinlay to be identified as the authors of this work have been asserted bythem in accordance with the Copyright, Designs and Patents Act rights reserved.

2 Except as permitted under current legislation no part of this work may be photocopied, storedin a retrieval system, published, performed in public, adapted, broadcast, transmitted, recorded or reproduced in anyform or by any means, without the prior permission of the copyright Library Cataloguing-in-Publication DataA catalogue entry for this paper is available from the British 978-0-9556184-0-6 Printed in the UK by:MBE MaidenheadDesigned by Cobalt Graphic Design LtdAll information current at time of going to print.

3 The authors and Ei World Limited cannot be held responsible forany information that is inaccurate. The views on Emotional Intelligence are the authors' own, based on their workand experience in the field of Emotional EQ-i and EQ-360 are trademarks of MHS. Page NoTable of ContentsOverview 1 Section1:The Emergence, Definition and Measurement of Emotional Intelligence 2 1.

4 The emergence of Emotional Intelligence 2 2. Defining and measuring Emotional Intelligence 3 3. The Bar-On Model of Emotional Intelligence 5 Section 2:The Empirically Based Evidence for Applying Emotional Intelligence in the Workplace 7 1.

5 The impact of EI on occupational performance 7 2. The impact of EI on leadership 8 3. The impact of EI on organisational productivity 9 Section 3:Applying Emotional Intelligence in the Workplace 10 1.

6 How to approach the application of EI in order to maximise organisational productivity 10 2. Pre- and post-intervention EQ assessments 11 3. A case study demonstrating organisational impact of an EI intervention 12 Appendices 19 Appendix A: Practitioner's Glossary of Basic Psychometric Terms 21 Appendix B.

7 Reliability 22 Appendix C: Construct Validity 23 Appendix D: Predictive Validity 24 References 25 Contributors' Biographies 27 About Ei World Limited

8 35EQ and the Bottom Line 1 2007, 2011, Bharwaney, Bar-On, MacKinlay. For permission to reproduce please contact Ei World Limited email: and the Bottom Line: OverviewEQ and the Bottom Line: Emotional Intelligence increases IndividualOccupational performance , Leadership andOrganisational ProductivityGeetu Bharwaney, Reuven Bar-On and Ad le MacKinlay OverviewThe primary objective of this paper is to show that the development of Emotional Intelligence increasesoccupational performance , leadership and organisational productivity.

9 We will briefly explain what Emotional Intelligence (EI) is, how it is measured, why it is important andhow best to apply it in the workplace to maximise organisational productivity. Studies will be describedthat demonstrate the Bottom line impact of EI interventions, and a case study will be presented toillustrate the design, business relevance and impact of a specific organisational paper is written specifically for HR professionals so that they will be better informed and, thus,feel more confident in influencing key stakeholders in the implementation of EI programmes, processesand The emergence of Emotional entelligenceEmotional Intelligence (EI)

10 Has become a very pop-ular topic since the publication of a bestseller bythe same name in October 1995 [Goleman]. Al-though the construct of Emotional Intelligence isnot new, its application in the workplace, designedto increase individual performance and organisa-tional productivity, has begun at a rather frenziedpace during the past decade. The precursors ofthese efforts extend back to the post Second WorldWar era with extensive surveys conducted by theUnited States Office of Personnel Managementand with the pioneering work of David McClellandat Harvard University that focused on the impor-tance of emotionally and socially intelligentbehaviour among the heightened level of interest in this 'new'idea, scholars have actually been studying thisconstruct for the greater part of the twentiethcentury.