Building the emotional intelligence of groups.

By V. Druskat, S. Wolff. Harvard Business Review, 2001

639 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8dd0a9eb4684b3aaeb669b0c4cb666878f052011

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Citations in the corpus

Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences (2010, background): “Particularly significant from a project’s perspective have been associations found between EI and leadership (Barling, Slater, & Kelloway, 2000; Rosete & Ciarrochi, 2005), team effectiveness (Jordan, Ashkanasy, Hartel, & Hooper, 2002), and workgroup effectiveness (Druskat & Wolff, 2001).”
Emotional Intelligence Scores Predict Team Sports Performance in a National Cricket Competition (2009, background): “In addition, studies indicate that to be effective within organisational teams, team members benefit from a high level of emotional intelligence in order to deal with interpersonal and intrapersonal conflicts, enhance communication and commitment, and to accomplish team goals [24, 25].”
Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness (2009, background): “Others say, “By now, most executives have accepted that emotional intelligence is as critical as IQ to an individual’s effectiveness” (Druskat & Wolff, 2001, p. 81).”
Managing team interpersonal processes through technology: a task-technology fit perspective. (2004, background): “Team member emotions may be regulated through such activities as calming the individual down, boosting team member morale through pep talk, or being empathetic toward the individual’s emotional concerns (Caruso, Mayer, & Salovey, 2002; Druskat & Wolff, 2001).”
The Influence of Team Emotional Intelligence Climate on Conflict and Team Members' Reactions to Conflict (2008, methodology): “Second, based on the work of Yang and Mossholder (2004), Jordan and Troth (2004), and Druskat and Wolff (2001), we extend the literature on emotions by hypothesizing that team emotional intelligence climate will have a direct effect on conflict and will moderate the relationship between conflict…”
Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution (2004, background): “Druskat and Wolff (2001) noted that the majority of the discussion about emotional intelligence revolves around individual competencies.”
Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S) (2009, background): “…construct that links emotion and cognition with the aim of improving human interactions (Mayer & Salovey 1997), has been linked to improved workplace behaviour (Aritzeta, Swailes & Senior 2007) and in particular team behaviour (Druskat & Wolff 2001) and team performance (Jordan & Troth 2004).”