chapter  8
17 Pages

Emotional intelligence

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).