The case for the ability-based model of emotional intelligence in organizational behavior

Daus, C. S. and Ashkanasy, N. M. (2005) The case for the ability-based model of emotional intelligence in organizational behavior. Journal of Organizational Behavior, 26 4: 453-466. doi:10.1002/job.321

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Author Daus, C. S.
Ashkanasy, N. M.
Title The case for the ability-based model of emotional intelligence in organizational behavior
Journal name Journal of Organizational Behavior   Check publisher's open access policy
ISSN 0894-3796
Publication date 2005-04-04
Sub-type Article (original research)
DOI 10.1002/job.321
Open Access Status File (Author Post-print)
Volume 26
Issue 4
Start page 453
End page 466
Total pages 14
Editor D. M. Rousseau
Place of publication West Sussex, United Kingdom
Publisher John Wiley & Sons
Collection year 2005
Language eng
Subject 1503 Business and Management
1701 Psychology
Abstract In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability-based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability-based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic academics-turned-consultants who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior.
Keyword Emotional intelligence
Positive affect
Social interaction
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2006 Higher Education Research Data Collection
UQ Business School Publications
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Citation counts: TR Web of Science Citation Count  Cited 99 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 143 times in Scopus Article | Citations
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Created: Fri, 13 Apr 2007, 11:32:21 EST by Ms Michelle Rodriguez on behalf of UQ Business School