ABSTRACT
As reported in Chapter 2 , an important breakthrough at the beginning of our journey on emotional intelligence (EI) research was the Leadership Quarterly paper. In that paper, the last sample provided direct evidence showing the effect of leaders’ EI on subordinates’ job outcomes. I regarded this evidence as preliminary and did not feel very comfortable with evidence from a single sample. I still looked for opportunities to gather more evidence to show the relationship between managers’ EI and ordinary employees’ job outcomes.
