Avances en el estudio de la Inteligencia Emocional

Avances en el estudio de la Inteligencia Emocional
Table 2. Six Concurrent Validity Studies: Correlations between EIQ Elements & Various Performance Ratings
Study: Team Leaders Managers Salespersons Call Naval Police NZCS
Centres Officers Officers
Criterion Type: Ratings Ratings Ratings RatingsRatings Ratings Appraisal Ratings Appraisal Ratings Appraisal OAR
Source: SELF + Boss SELF SELF + Boss SELF SELF SELF SELF 360 0 360 0 SELF
EIQ Elements
EI Total 0.65** 0.71** 0.32* 0.31 0.39** 0.22** 0.21** 0.19* 0.28** 0.49** 0.10 0.19
Self-Aware 0.47** 0.44* 0.35** 0.28 0.43** 0.12* 0.12* 0.18* 0.31** 0.41** 0.27* 0.40*
Resilience 0.40* 0.59** 0.34* 0.40* 0.35* 0.19** 0.18** -0.02 0.08 0.26** 0.15 0.15
Motivation 0.74** 0.80** 0.39* 0.44** 0.53** 0.18** -0.06 0.13 0.26* 0.35** 0.20 0.38*
Sensitivity 0.11 0.36 0.03 0.12 0.07 0.17** 0.15* 0.17 0.29** 0.46** 0.19 -0.04
Influence 0.68** 0.62** 0.06 0.12 0.36* 0.11 0.18** 0.1 0.05 0.38** 0.05 0.10
Intuitiveness 0.50** 0.60** -0.01 -0.26 -0.27 -0.13* 0.26** -0.08 -0.26* -0.08 -0.23* 0.48**
Conscientious 0.53** 0.55** 0.14 0.21 0.30 0.25** 0.12* 0.25** 0.41** 0.42** 0.39** 0.47**
N 27 27 59 32 32 300 261 120 78 120 78 40
** significant at the 0.01 level (2-tailed).
* significant at the 0.05 level (2-tailed).
nificantly related to performance (Sensitivity was
again the exception).
Dulewicz., Higgs & Slaski (2003) provide
further evidence to support the value of EI. They
used two measures, the EIQ-M and Bar-on’s EQ-i
(1997), a widely used and validated US measure of
EQ. Scores from the questionnaires were correlated
with job performance ratings on a sample of 59
middle-to-senior managers from a multi-national
retail company. Results (Table 2) showed a significant
relationship between EIQ Total score, Selfawareness,
Emotional Resilience, Motivation and
job performance. They also found similar validity
for EQ-i.
In view of two positive studies on sales staff
reported by Goleman (1998), another validity study
was conducted by Dulewicz & Higgs (2000c) in an
Electrical Distribution company on a sample of
salespeople. They completed the EIQ, their bosses
the EIQ-360 0 . Overall sales performance was assessed
by their Regional Managers (their bosses’
superiors) in order to avoid ‘contamination’. While
Table 2 shows only two elements, Emotional Resilience
and Motivation, were significantly related to
performance on the Self assessment, when Self and
Boss assessments were combined, four Elements –
Self-awareness, Resilience, Motivation and Influence
– plus the overall score were significantly related
to sales performance. These results provide
further evidence of validity, and from a non-managerial
sample.
In further exploring non-managerial performance,
Higgs (2004) conducted a study with 300
outbound call-centre staff in three organisations. Individuals
completed a self-assessed version of the
EIQ-G and the organisations provided average performance
ratings for the individual participants.
Findings (see Table 2) indicated statistically significant
relationships between overall EI and six of the
seven elements (the exception being Influence). Interestingly
the negative relationship between Intuitiveness
and performance appeared somewhat
strange. However, when the nature of call-centre
work was considered, the author argues these results
make sense.
Concurrent Validity Studies - Public Sector
A study of Royal Navy Officers explored the relationship
between Emotional Intelligence, Leadership
and Job Performance of 261 Officers and Ratings
within the Royal Navy using the formal
Appraisal System (Dulewicz, Young & Dulewicz,
2005). EIQ scores were correlated with organisational
performance measures. Results presented
in Table 2 show that six of the EIQ dimensions were
all related to overall performance, the only exception
being Intuitiveness.
A study on Police Officers in the Scottish Police
using organisational appraisal data and the
360 0 EIQ (Hawkins & Dulewicz, 2007) included
findings on the relationship between performance
as a leader and EI. Data were gathered from bosses,
peers and followers as well as from officers
themselves. Annual appraisal performance data
were also obtained where available. Results presented
in Table 2 provide support for the proposition
that there is a positive relationship between
EQ and performance as a leader in policing, using
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