Content uploaded by Hassan Jorfi
Author content
All content in this area was uploaded by Hassan Jorfi on Nov 29, 2016
Content may be subject to copyright.
Available via license: CC BY-NC-ND 4.0
Content may be subject to copyright.
Impact of Emotional Intelligence on Performance of
Employees
Ph.D Scholar Hassan JORFI1
PhD. Scholar Saeid JORFI2
Ph.D. Scholar Sirous Korahi MOGHADAM3
Abstract
Emotional intelligence is essential factor responsible for determining success in life and
psychological wellbeing seems to play an important role in shaping the interaction between
managers and employees in their work environment. This study is undertaken to understand
the performance level of managers and employees in educational administrations of Iran, the
study focuses on understanding the emotional intelligence of the managers and employees and its
link to their performance level on the job. Little research to date has examined how emotional
intelligence influence manager-employee performance in organizations settings. Data (N=155)
for this study were collected through questionnaires that participants were managers and
employees of educational administrations of Iran Building on top of emotional intelligence
theory, this paper explores how emotional intelligence manager and employee are influenced by
performance. Today’s environment is global and very complex, and the association between
emotional intelligence and performance in establishments of Iran remains an important area of
worry for managers and employees' globally. Emotional intelligence is crucial factor for
organization's performance and growth and plays an important role in performance of today’s
competitive organizations. The findings of the study indicate that emotional intelligence has a
positive impact on the performance level of the managers and employees in educational
administrations of Iran.
Keywords:
Emotional intelligence, Performance.
1 Ph.D Scholar Hassan JORFI - UTM, University of Technology Malaysia, Johor Baharu,
Malaysia, E-mail: haassan_jorfee@yahoo.com
2 PhD. Scholar Saeid JORFI - UTM, University of Technology Malaysia, Johor Baharu,
Malaysia, E-mail: said_jorfi@yahoo.com
3 Ph.D. Scholar Sirous Korahi MOGHADAM - Masjed Solyman University, Iran
63
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
1. Introduction:
In this complex scenario organization both public and private sector
have to manage change in an effective way. Emotional Intelligence plays an
important role in helping the managers and employees to cope with this
dynamic change in the business environment. Dalip Singh, (2001) mentioned
that application of emotional intelligence supports the managers and employees
to recognize and understand emotions and using emotional intelligence to
manage oneself and his/her relationship with others. The application of
emotional intelligence in the organization includes the areas like personnel
selection, development of employees, teams and the organization. The
organizations must coach their employees in developing their interpersonal skills
and coach them to perform effectively on the job with other employees in the
organization. (Reuven Bar- On et al, 2007). Employees need to enhance their
emotional intelligence skills, apart from technical skills, which in turn will
enhance their productivity on the job. Management of emotional intelligence by
the team members will help in developing interpersonal skills of the team
members. Organization’s to be successful, need to develop employee’s
emotional intelligence skills to work effectively in the organization. (Bob Wall,
2008).
2. Literature Review:
In the past fifteen years, much has been written about emotional
intelligence and its role in the workplace. The experts in the field of emotional
intelligence have offered definitions and models to understand the concept of
emotional intelligence and its impact on employee and manager’s life and work.
The theory of emotional intelligence is developed and conceptualized into three
models ability model, traits model and mixed model. According to John Mayer
and Peter Salovey (1993) emotional intelligence is the ability to accurately
identify and understand one’s own emotional reactions and those of others. It
also involves the ability to regulate one’s emotions to use them to make good
decisions and to act effectively. Further, Reuven Bar-On (2000) defined
emotional intelligence as being concerned with effectively understanding oneself
and others, relating well to people and adapting to and coping with the
immediate surroundings to be more successful in dealing with environmental
demands. Daniel Goleman (1995) defined emotional intelligence as a capacity
for recognizing our own and others feeling for motivating our self and for
managing our emotions, both within ourselves and in our relationship. (Neal M.
Ashkanasy et al, 2000). The above definitions indicate that, for manager and
employee to perform effectively on the job emotional intelligence abilities are
64
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Impact of Emotional Intelligence on Performance of Employees
Hassan JORFI, Saeid JORFI, Sirous Korahi MOGHADAM
required by the manager and employee. The managers and employees who have
the ability to manage their emotions in an effective way are more successful on
the job. Models of emotional intelligence have been developed on three aspects
that is, ability, traits and combination of ability and traits called as mixed model
of emotional intelligence. Ability model of emotional intelligence described
emotional intelligence as the “ability to monitor one’s own and others’ feelings
and emotions, to discriminate among them, and to use the information to guide
one’s thinking and actions. Traits model of emotional intelligence viewed
emotional intelligence and included non-cognitive competencies such as self-
esteem, self-actualization, general mood, and general well-being. As would be
expected, measures based on trait approaches to emotional intelligence do not
correlate highly with measures of intelligence. However, they strongly correlate
with personality measures, leading researchers to refer to this approach as
emotional intelligence as personality. Mixed Model of emotional intelligence is a
combination of ability model and traits model of emotional intelligence. The
mixed model denotes the idea that emotional intelligence assesses aspects of
personality and cognitive intelligence in addition to the emotional intelligence.
(Schutle, 2006).
2.1. Historical Perspective of Emotional intelligence:
David. Wechsler, (1940) viewed intelligence as an effect rather than a
cause and believed that assessments of general intelligence is not sufficient but
also non-intellectual factors, such as personality, influence the development of
an individual’s intelligence. H.Gardner, (1983) developed social intelligence and
referred to two types of personal intelligences interpersonal and intrapersonal.
Payne, (1986) coined the term, emotional intelligence, in a doctoral dissertation.
This qualitative study proposed that one can overcome deficiencies in emotional
functioning and regulation by showing strength in the face of fear or desire.
Reuven Bar-On, (1997) developed the term “EQ” (“Emotional Quotient”) and
described his approach to assess emotional and social competence. He created
the Emotional Quotient Inventory (EQ-i), which is the first test of emotional
intelligence. Psychologists John Mayer and Peter Salovey, (1990) published their
article, “Emotional Intelligence,” in the journal Imagination, Cognition and
Personality. Daniel Goleman, (1995) brought emotional intelligence to the
mainstream. He reviewed the work of John Mayer and Peter Salovey and
developed his own model of emotional intelligence.
65
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
2.2. Models of Emotional Intelligence:
Bar-On’s model of emotional intelligence focuses on noncognitive
personality traits (Newsome et al., 2000). According to Bar-On (2000) the
conceptual development of his model is based on the findings from studies
conducted around the world in 17 years, and for that he claims that it has
empirical evidence for its construct validity. Even though Bar-On (2000) claims
that the EQ-i was developed to measure an individual’s emotional and social
intelligence, not personality traits or cognitive capacity. Bar-On’s theory of
emotional intelligence consists of key components of effective emotional and
social functioning that lead to psychological well-being. It contains five
composite components and fifteen subscales. The five components include: [1]
Intrapersonal is defined as emotional self-awareness, self regard, assertiveness,
self-actualization, and independence. These individuals are in “touch with their
feeling, and feel positive about what they are doing in their lives. They’re also
able to express their feeling, and they are independent, strong, and confident in
conveying their ideas and beliefs”. [2] Interpersonal is defined as empathy,
interpersonal relationships, and social responsibility. These individuals have
“good social skills; they understand, interact, and relate well with others. These
people function well in positions that require interacting with others and
teamwork”. [3] Adaptability is defined as the flexibility, problem solving, and
reality testing of an individual. These individuals are “flexible, realistic, effective
in understanding problematic situations, and competent at arriving at adequate
solutions. These individuals find good ways of dealing with everyday
difficulties”. [4] Stress Management is defined as stress tolerance and impulse
control. These people are usually “calm, rarely impulsive, and work well under
pressure. They can handle tasks that are stressful or anxiety provoking or that
involves an element of danger”. [5] General Mood is defined as the happiness
and optimism exhibited by an individual. These individuals usually express
“cheerful, positive, hopeful, and optimistic attitudes. They know how to enjoys
life and create an uplifting and positive atmosphere in the workplace” (BarOn,
2004, p. 44; Bar- On & Parker, 2000b; Matthews et al., 2002, p.15).
2.3. Emotional intelligence at the workplace:
Emotional intelligence plays an important role in the workplace.
Research studies during the past 25 years about factors that contribute to
success in workplace have resulted in identifying factors that are related to
workplace intelligence. These studies used quantified data on performance from
myriad organizations and industries and have contributed to the knowledge base
in EQ (Lynn, 2002). Emotions contain vital information that helps managers
66
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Impact of Emotional Intelligence on Performance of Employees
Hassan JORFI, Saeid JORFI, Sirous Korahi MOGHADAM
and employees “to be better at what we do” (Wolfe & Caruso, 2004, p. 3).
Analyses of studies of about 500 organizations worldwide, reviewed by
Goleman (1998) “point to the paramount place of emotional intelligence in
excellence on the job—in virtually any job” (p. 6). He points out that those with
the highest EQ measure rise to the top in the organizations and become leaders.
Another important finding from these studies is about star employees. Star
employees possess more EQ than other employees. Interestingly, EQ mattered
twice as much as technical and analytic skill for them (p. 378). Different jobs call
for different types of EQ. For example, success in sales requires the empathic
ability to identify the mood of the customer and the interpersonal skill to decide
when to pitch a product and when to keep quiet. By comparison, success in
painting or professional tennis requires a more individual form of self-discipline
and motivation. Thus EQ affects just about everything you do at work. “Even
when you work in a solitary setting, how well you work has a lot to do with how
well you discipline and motivate yourself” (Goleman, as cited in Murray, 1998,
p. 3). Studies of gender differences in acquiring EQ have found interesting
results. Goleman (1998) says that “men and women seem equally able to
increase their emotional intelligence” (p. 285). In a study by Stein (as cited in
Murray, 1998), 4,500 men and 3,200 women were assessed for their EQ. He
found that women scored higher than men on empathy and social responsibility
while men outdid women on stress tolerance and self-confidence. He concluded
that women and men are equally intelligent emotionally, but they are strong in
different areas. Another consideration in EQ acquisition has been age. Studies
show that, “maturity remains an advantage; it may be slightly harder to ‘teach
young dogs new tricks,’” says Goleman (1998, p. 285). In their study comparing
several hundred adults and adolescents, Mayer and Salovy (as cited in Goleman,
1998), found that EQ increases with age with a peak occurring in the forties.
EQ in the workplace can mean many things. For example, Cherniss (2005)
refers to a school set-up as an example. Here, the students’ workplace
intelligence is one of the considerations. Teaching EQ-related skills to students
will improve their quality of life both at present and in the future. On the other
hand, schools are also workplaces for teachers. Success in teaching students
depends “on the skill and sensitivity of the teacher who delivers it in the
classroom, and supports it and reinforces it” (p. 2). However, these skills have
much to do with the EQ of the teachers which, in turn, is influenced by the
climate of the school, which is influenced by the EQ of the principal. Similar
levels of interaction relating to EQ can be identified in other organizations as
well.
67
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
3. The Methodology and Model:
The educational administration is a partnership situated at Iran. The
target population in this paper includes 30 states of educational administrations
of Iran. The data collection for the research was undertaken from both primary
and secondary sources. Primary data was collected by survey method using
structured questionnaire on emotional intelligence and Secondary data was
collected from various journals, magazines, newspapers and websites like
Human Resource Management International Digest, Human Capital, and
HR.com. Sample was drawn from a population of employees working in the
educational administrations of Iran. The sample size was calculated and the
number of the population to be assessed and interview was 155 employees and
managers. Out of this, 155 were selected through simple random sampling
method using random table. The manager and employee performance was
collected for one year that is 2009-2010. The performance appraisal is in the
format of 360 degree appraisal. The score range on the scale of 1 to 5, where in
1 indicates low and 5 indicates high. Employees and managers are rated on this
scale on their level of performance. The manager and employee’s performance
was rated by self, to executives and directors of the organization. Emotional
intelligence scale was developed after studying various factors on the model.
This questionnaire was pre-tested by the researcher by administrating it to a
sample of 15 scholars to check its construct validity. The construct validity was
tested using Cronbach’s alpha test. The result of the test showed that some of
the questions had Cronbach coefficient alpha less than 0.70 and those questions
were removed from the questionnaire. The data was processed by applying
descriptive statistics, t- test and correlation. Descriptive statistics was applied
understand the level of managers and employees performance and level of
emotional intelligence among managers and employees. Kendall’s coefficient of
concordance was applied to understand the comparison between variables.
Emotional intelligence is a set of competencies, which direct and control
one's feelings towards work and performance at work. These set of
competencies are the ability of the individual to control and manage his or her
moods and impulses on the job. Knowing one's emotions and feelings as they
occur, and tuning one's self to the changed situation, requires the emotional
competency, emotional maturity and emotional sensitivity that are demanded on
the job. In a work situation, performance of the employees depends on working
with group of people with different ideas, suggestions, and opinions. Effective
use of emotional intelligence gives better team harmony (Ashforth et al, 1995).
Managers, in particular, need high emotional intelligence, because they represent
the organization to the customers, they interact with the highest number of
people within and outside the organization and they set the tone for employee
68
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Impact of Emotional Intelligence on Performance of Employees
Hassan JORFI, Saeid JORFI, Sirous Korahi MOGHADAM
morale. Managers with high emotional intelligence are able to understand their
employee’s needs and provide them with constructive feedback. Success in sales
requires emotional intelligence, ability to understand the customer and provide
service to customers. (Bridget Murray, 1998). Emotional intelligence in the
organization supports in identification of employees emotional intelligence level
and its impact on employee performance on the job. This would act as an
indicator for promotion of employees in the organization. The present study
addresses such an educational area and attempts to find out how far the
organization would be able to identify emotional intelligence of the manager and
employee’s and relates it to their performance on the job. Hence the study is
conducted to measure the emotional intelligence level among the employees and
compare with their performance in the educational administrations of Iran. The
objectives of the study are as follows:
1) To understand the level of performance of the managers and
employees.
2) To understand the level of emotional intelligence of the managers and
employees.
3) To study the impact of emotional intelligence on the level of
performance and their ability to take higher level jobs in the organization.
The present study is confined to measure emotional intelligence among
the managers and employees and compare the performance level of the
employees in the study organization which is located in the educational
administrations of Iran. The study only considers managers and employees
working in all the branches of the organization. Emotional intelligence
represents a set of competencies that perceive, understand and regulate
emotions in ourselves and in others. These emotional competencies are learned
capabilities based on skills that lead to employee performance. The emotional
intelligence model developed by Bar–On is applied to understand the emotional
intelligence of the employees at the study organization. According to Bar-On,
emotional intelligence as shown in table 1 can be organized into five
dimensions. Each dimension consists of a set of emotional competencies that
people must possess to fulfill that dimensions of emotional intelligence (See
table 1).
The present study model which is shown in figure 3 on emotional
intelligence has been linked and correlated with performance of managers and
supervisors. (McShane & Steven, 2008). Emotional intelligence correlates with
job success of managers. Sosik and Megerian, (1999) found managers high on
emotional intelligence outperformed when measured by organizational
performance data. Study conducted by Lam and Kirby, (2002) have shown
positive correlation between emotional intelligence and performance on job.
Cavallo and Brienza, (2002) conducted the study and assessed the leadership
69
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
behavior of 358 leaders at Johnson and Johnson Corporation, at locations
across the globe. The study found the best performers were those high in
emotional intelligence as rated by their supervisors, peers, and employees in the
Emotional Quotient Inventory (EQ-i), a 360-degree feedback instrument based
upon Bar-On’s model of Emotional intelligence competencies.
From the above studies, it can be observed that many of the researchers
have argued emotional intelligence is an important aspect for improving
performance. Therefore, we can formulate the following hypothesis:
H1: There is significant relationship between emotional intelligence and
performance.
H1a: There is significant relationship between intrapersonal and
performance.
H1b: There is significant relationship between interpersonal and
performance.
H1c: There is significant relationship between adaptability and
performance.
H1d: There is significant relationship between stress management and
performance.
H1e: There is significant relationship between general Mood and
performance.
4. The Findings:
4.1. Level of employee performance of manager and employee
The performance level of managers and employees is depicted in the
table 2 and 3, the level of performance is assessed on the scale of 1 to 5, and
where in 1 is equal to low and 5 is equal to high. The average level of mean
score and standard deviation is indicated at 3.243 and .4463. The mean and
standard deviation score of employees are 3.465 and .4632. Table 4 shows the
overall performance of the employee in the organization is low, therefore
performance appraisal mean score of 3.546 is indicated which falls under the
lower end of the scale.
4.2. Relationship between emotional intelligence and performance
Kendal’s coefficient between independent variable (emotional
intelligence) and dependent variable (performance) is equal to 76% and there is
significantly positive correlation between two variables considering the fact that
a rate of 0.999 is significant.
70
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Impact of Emotional Intelligence on Performance of Employees
Hassan JORFI, Saeid JORFI, Sirous Korahi MOGHADAM
4.3. Relationship between intrapersonal and performance
There is a significant relationship between the intrapersonal of
emotional intelligence and performance. The correlation coefficient is 0.71 out a
significant level of 0.999, thus, the first hypothesis has been validated.
4.4. Relationship between interpersonal and performance
There is a significant relationship between the intrapersonal of
emotional intelligence and performance. The correlation coefficient is 0.79 out a
significant level of 0.999, thus, the first hypothesis has been validated.
4.5. Relationship between adaptability and performance
There is a significant relationship between the adaptability of emotional
intelligence and performance. The correlation coefficient is 0.65 out a significant
level of 0.999, thus, the first hypothesis has been validated.
4.6. Relationship between stress management and performance
There is a significant relationship between the stress management of
emotional intelligence and performance. The correlation coefficient is 0.68 out a
significant level of 0.999, thus, the first hypothesis has been validated.
4.7. Relationship between general mood and performance
There is a significant relationship between the general mood of
emotional intelligence and performance. The correlation coefficient is 0.80 out a
significant level of 0.999, thus, the first hypothesis has been validated.
5. Discussion:
The managers and employees show lower level of performance in the
educational administrations. The educational administrations have to take
measures to upgrade their technical and soft skills to enhance their performance
on the job. The managers show lower level of emotional intelligence in key areas
of education. The educational administration has to arrange for a training
program on how to develop emotional intelligence and apply it on the job for
higher managerial skills. The employees show a lower level of emotional
intelligence on the job, which would have greater impact on the performance on
job; the employees are to be enlightened about the importance of emotional
intelligence for higher performance on the job. The managers and employees
have to take higher level roles and responsibility in the educational
administrations in the future and for this they have to develop their skills in the
area of intrapersonal, interpersonal, adaptability, stress management, general
mood. The educational administrations at the time of employee selection, must
71
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
adapt administering emotional intelligence test for selecting right person for the
right job and this would enhance the performance of the employee on the job
and the educational administrations. The present study has produced some
important results that have implications for both research and practice. The
study on managers and employees emotional intelligence and their ability to
perform effectively on the job is identified as they are not able to manage their
emotional intelligence, which has a direct impact on their job. Further, the level
of emotional intelligence and performance level of the managers and employees
is moderate to low; these skills are to be developed for achieving higher
employee productivity and to enhance the image of the educational
administrations. A particularly interesting finding of the present study was that
low emotional intelligence of managers and employees had an impact on their
level of performance on the job. This has implications for management,
suggesting that educational administrations could be profitable by identifying
the level of emotional intelligence of managers and employees and apply
interventions that are focused on the developing emotional intelligence among
the employees in the educational administrations.
6. Implication:
Emotional intelligence, as an important area of human behavior needs a
lot of research in the developing countries like Iran. As it directly influence the
employees behavior working in any organization, the decision making power
and the abilities related to handle the contingency situations, which may arise
out of blues. There is also need to carry out research regarding intrinsic and
extrinsic factors which have impact on the employee behavior and emotional
intelligence of the employees. Sector wise research may also be carried out to
see the emotional intelligence level of employees in different sectors of the
country, to make country prosper by having business human capital with in the
country. On the other hand, further studies with respect to impact of emotional
intelligence on communication effectiveness by different organization variables,
are required in this field especially in the Iran whether it’s manufacturing
industry or service industry.
72
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Impact of Emotional Intelligence on Performance of Employees
Hassan JORFI, Saeid JORFI, Sirous Korahi MOGHADAM
References:
Ashforth, B.E., Humphrey. R.H.(1995) Emotion in the workplace. A reappraisal.
Human Relations, 48(2), 97-125.
BarOn, R. (2000) Emotional and social Intelligence: Insights from the emotional
quotient inventory, in R. Bar-On & J. D. A. Parker (Eds.) (2000) The
Handbook of emotional intelligence: Theory, development, assessment, and
application at home, school, and in the workplace, (pp. 363-388). San Francisco,
CA: Jossey- Bass.
Bar-On, R., Parker, J.D.A. (2000b) The BarOn EQ-i:YV: Technical Manual.
Toronto, Canada: Multi-Health Systems.
Bar-On, R. (2004) EQ-I BarOn Emotional Quotient Inventory: Technical Manual.
Toronto, Canada: Multi-Health Systems.
Bar-On, R., Maree, J., G., Maurice, J. E. (2007) Educating People to Be Emotionally
Intelligent, (1st ed.). United Kingdom: Greenwood Publishing Group.
(Chapter 3)
Wall, B. (2008) Working Relationships Using Emotional Intelligence to Enhance your
Effectiveness with ther (1st Ed.) USA: Davies Black Publishing.(Chapter2).
Cavallo, K., Brienza, D. (2002) Emotional competence and leadership excellence at
Johnson and Johnson: the emotional intelligence leadership study. [Online]
Available: http://www.eiconsortium.org
Cherniss, C. (2005) Interview by Joshua Freedman. Six Seconds Emotional Intelligence
Network. Retrieved on October 20, 2005 from http://www.
6seconds.org/modules.php?name=News&file=article&sid=39
Singh, D. (2001) Emotional Intelligence at work (1st ed.). New Delhi: Response
Books. (Chapter 2)
Gardner, H. (1983) Frames of Mind: The theory of Multiple Intelligences. (10th ed.).
New York: Basis Books.(Chapter 3)
Goleman, D. (1995) Emotional intelligence. (1st ed.) New York: Bantam. (Chapter
1).
Goleman, D., Cherniss, C., Cowan, K., Emmerling, R., Adler, M. (2005)
Guidelines for practice. Retrieved October 20, 2005 from http://www.
eiconsortium.org/research/guidelines.htm
Goleman, D. (1998) Working with emotional intelligence. New York: Bantam Books.
Hughes, M., Patterson, L.B., Terrell, J.B. (2005) Emotional intelligence in action:
Training and coaching activities for leaders and managers. San Francisco, CA:
Pfeiffer.
Lam, L.T., Kirby, S.L. (2002) Is emotional intelligence an advantage? An
exploration of the impact of emotional and general intelligence upon
individual performance, in The Journal of Social Psychology, 142, 133-143.
73
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
Postmodern Openings
Lynn, A. B. (2002) The emotional intelligence activity book: 50 activities for promoting EQ
at work. New York:American Management Association.
Matthews, G., Zeinder, M., Roberts, R.D. (2002) Emotional Intelligence: Science and
myth, Cambridge, MA:A Bradford Book.
Mayer, J. D., Salovey, P. (1993) The intelligence of emotional intelligence. Intelligence, 17,
433–442.(Chapter 8).
Newsome T.P., Asling B., Dickson B.J. (2000) Analysis of Drosophila photoreceptor
axon guidance in eye-specific mosaics. Development 127:851–860.
Murray, B. (1998) Does “emotional intelligence” matter in the workplace? APA Monitor,
29(7). Retrieved October 26, 2005 from http://www.apa.org/
monitor/jul98/ emot.html
Ashkanasy, N. M., Charmine E. J., Härtel., W. J. Zerbe. (2000) Emotions in the
Workplace: Research, Theory, and Practice, (1st ed.). United Kingdom:
Greenwood Publishing Group.(Chapter 4)
Payne.W.L.(1986) A Study of Emotion, Developing Emotional Intelligence, Self
integration relating to fear, pain and desire. Dissertation Abstracts, International,
47 (01) P 203A (University Microfilms No AAC 8605928).
Salovey, P., Mayer, J. (1990) Emotional Intelligence, Imagination, cognition, and
personality, 9(3), 185-211.
Maloof, S., Murphy, K. (2006) A critique of Emotional Intelligence, What are the
Problems and How can they be fixed(1st ed.).United Kingdom: Routledge.
(Chapter 6)
Sosik, J.J., Megerian, L.E. (1999) Understanding leader emotional intelligence and
performance: the role of self-other agreement on transformational leadership
perceptions.Group and Organization Management, 24 ,367-390.
Wechsler. D. (1940) Non intellective factors in general intelligence. Psychological Bulletin ,
37, 444-445.
Wolfe, C.J., Caruso, D.R. (2004) Emotional intelligence. Shelton, CT: New Haven
Consulting Group.
74
JORFI, H., JORFI, S., MOGHADAM, K., (2010) Impact of Emotional Intelligence on Performance of Employees
in Postmodern Openings, Year 1, No.4, Vol 4, December, 2010
