JPMorgan Chase & Co CEO Jamie Dimon echo the great interest held by the
business community in its power: ‘where people often fall short is on the EQ.
Emotional intelligence is critical.’1*
However, the use of EI in applied settings (for example, within the context of
managerial training workshops) appears to be contentious, with the concept
having been referred to as ‘unethical and unconscionable’ (Antonakis, 2003,
2004, cited in Antonakis et al., 2009, p. 248), subject to questions over a lack of
methodologically well-designed EI studies (Antonakis, 2004) and concerns over
an overreliance of both self-reporting and non-empirical sources (such as
anecdotes) in studies that support the effectiveness of EI. Mayer et al. (2008)
succinctly address this concern by reflecting that ‘the apparent size of the field
dwarfs what we recognize as relevant scientific research’ (p. 503).