ABSTRACT
Several problems emerge from the present treatment of emotional intelligence. First, the construct lacks distinction from other constructs such as social intelligence (Davies, Stankov, & Roberts, 1998). This is true in both popular press and scholarly works. For example, Goleman (1998a, 1998b) claims that important components of emotional intelligence are constructs such as trustworthiness, conscientiousness, and self-confidence. Unquestionably these characteristics will improve chances for success in organizations. They may also be a form of social intelligence. However, it is difficult to argue that these constructs are emotional in nature. For example, an individual who is highly emotionally intelligent may give the appearance of trustworthiness, but may not necessarily be trustworthy. Weisinger’s (1998) recommendations for becoming more emotionally intelligent similarly lack distinction from advice offered in standard counseling practices. Because counseling guidelines were developed to manage relationships, they may or may not help a person become more emotionally intelligent. Peer reviewed studies have also acknowledged the lack of distinction separating emotional intelligence from other forms of social success. For example, Mehrabian (2000) states that “emotional intelligence has been used as an overarching construct to describe individual differences associated with life success” (p. 134). Because emotional intelligence is indistinguishable from other constructs, it loses its importance as a tool researchers can use to understand organizations. It also becomes an ineffective practical tool for managers attempting to improve their organizations.
