Emotional intelligence and teaching : further validation evidence

Further evidence is presented to demonstrate the validity of a new measure of emotional intelligence: Reactions to Teaching Situations (RTS). Using criterion-related groups of high and low scorers on the RTS, it is shown that high scorers give more responses coded as emotional intelligence in their answers to sentence completion tasks relating to ten situations found in teaching. The questions of convergent and discriminant validity is tackled by examination of correlations of emotional intelligence scores and scores on the Multiple Intelligences Checklist for Adults (MICA) and information processing preferences as measured by the Myers-Briggs Type Indicator (MBTI). The results confirm that emotional intelligence (as assessed by the RTS) bears significant relationships to both intrapersonal and interpersonal intelligences and also to linguistic intelligence, but emotional intelligence shows no significant relationships with the MBTI preferences.

Can experiential learning improve emotional intelligence and can that, in turn, improve the work performance of middle managers?

A group of middle managers in the Australian arm of a large Global company participated in a program of experiential leadership training over a period of one year. One aim of the program was increased interpersonal skills and awareness. Change was measured using a mixed quantitative and qualitative longitudinal design. Pre and post-training measures of emotional intelligence were obtained using the EIQ (Dulewicz & Higgs, 2000) and compared with content analysis of journals kept by participants during the program. The dependent variable was measured by pre and post training measures of work performance. Findings are discussed in terms of their implications for management development as well as for further research.

Emotional intelligence and teacher self efficacy : the contribution of teacher status and length of experience

Practicing teachers and principals in selected Government schools in Victoria provided data on their levels of emotional intelligence and teacher efficacy beliefs. The data supported the theoretical expectation of a linkage between emotional intelligence and teacher self efficacy. Regression analyses showed that neither gender nor age moderated this relationship. However length of teaching experience and current status add significant direct effects on predicting teacher self efficacy but did not moderate the relationship between emotional intelligence and teacher self efficacy. These findings are significant as this now demonstrates a relationship between levels of emotional intelligence in teachers, their self efficacy beliefs and teacher effectiveness.

Leaders and their teams : learning to improve performance with emotional intelligence and using choice theory

Looks at the relationship between emotional intelligence and choice theory in the work world, with particular emphasis on the implications on health and productivity. Most of us have a managing or leading role of some sort, whether at home, in community life, or at work. Also, as a professional, one can be leading through professional expertise and not necessarily because of one's place in the organizational hierarchy. There is an increasing awareness of the role of leadership and team development in organizational development, for example in health care where change is needed to manage the chronic disease burden (Dunbar et al., 2007) and utilizing and retaining a dwindling workforce (Schoo, Stagnitti, Mercer, & Dunbar, 2005). This is forcing leaders and their teams to work as smart as they can with resources that are available to them. Positive leadership has been associated with outcomes that include happy relationships, teamwork, learning, recognition, staff retention, and health and wellbeing. There is evidence that emotionally intelligent leaders in workplaces are able to bring about these positive out- comes because they are attuned to the emotions that move people around them (Goleman, Boyatzis, & McKee, 2002). In this sense, emotion can be defined as aroused energy that takes a direction (Hunt, 2004a) (Latin: e = from, movere = to move). Valerie Hunt regards emotion as the metronome of life (Hunt, 2004b). Although emotion can be a feeling state (e.g., fear, anger, joy, hate or sorrow) associated with action, its energy is, according to Hunt, directed to action, to behave(Hunt, 2004b). As mentioned in an earlier publication (Schoo, 2005), Pert (Flowers, Grubin, & Meryman-Brunner, 1993) regards emotions as a bridge that connects the mental and physical realities (p.187), and sees neuropeptides as the physical representations of these emotions. Negative thoughts and emotions such as excitement and anger have been found to increase gut motility, cancer risk and arterial plaque formation which can lead to a heart infarct (Pert, 1997), whereas positive emotions seem to do the opposite.

Emotional intelligence and teaching : solving the puzzle

The emotional intelligence of educators has a major influence on how well they are able to help people to learn. Teachers with high levels of emotional intelligence always or usually adopt an appropriate emotionally intelligent response in both positive and negative situations. Teachers with low levels of emotional intelligence sometimes adopt an emotionally intelligent response in positive situations but seldom or never in negative situations. These differences have some significant implications. The authors' research shows that emotional intelligence and self-efficacy are different but related concepts. A teacher's level of emotional intelligence is linked to his or her sense of self-efficacy. A teacher with high levels of emotional intelligence is more likely to be able to work more effectively and persist longer because they have a belief in their own ability and feel that they are in control. The emotionally intelligent teacher is sensitive to his or her own emotions and the emotions of others and so is able to build positive relationships with colleagues and students. Beyond that, a teaching environment that is emotionally healthy and supportive will enhance the development of teachers' emotional intelligence.

From design for ecologically sustainability to facilities management through building intelligence and knowledge management

Ecological sustainability basically concerns environmental protection and social benefits. An ecologically sustainable development is based upon reduced energy usage, increased efficiency, and upheld social responsibility; and it should be properly evaluated by financial, environmental and social aspects. Council House 2 (CH2) is claimed to change the way of Australia approaches in ecologically sustainable design and construction. This is the ‘Six-Star design and built’ green star facility assessed by the Green Building Council of Australia (GBCA), and the 10-story city council building was completed and opened in 2006, totally A$11.3 million was invested for the sustainability features. CH2 protects the environment, when it compares with the old council house, and is expected to reduce electricity consumption by 85%; reduce gas consumption by 87%; produce only 13% of the emissions; and reduce water mains supply by 72%. In this paper, the author examines its design reports and the researches paper, in the form of knowledge base, to case-study how the sustainability, effectiveness and efficiency of CH2 work. By leveraging the existing CH2 sustainability knowledge, design and building professions can learn and imitate it in further ‘green’ design without ‘re-inventing the wheel’; facilities executives can also use the existing knowledge to identify steps to boost up the facilities’ operating efficiency.

Social intelligence and top management team: an exploratory study of external knowledge acquisition for strategic change in global IT service providers in India

This paper focuses on the processes by which firms, particularly knowledge intensive firms, can augment their overall knowledge stock by tapping into external sources of knowledge. It is argued that Top Management Teams' (TMTs') social intelligence is a critical learning capability in acquiring external knowledge that leads to strategic change. Social intelligence involves social awareness, social understanding and social skills. The study draws from the experience of 11 of the largest Information Technology Service Providers (ITSPs) in India and based on in-depth interviews. The findings show that TMTs' learning capability in the context of social intelligence to interact with external stakeholders is important to ITSPs in facilitating external knowledge acquisition and allowing new knowledge emerge within and across networks. The findings provide significant insights into ITSPs emerging in other developing countries such as in China. Research limitation and future research direction are also provided.

Review : a history of intelligence and "intellectual disability"

In many respects, A History of Intelligence and Intellectual 'Disability' is a confronting work. At a literal level, it comprises eighteen chapters verging on a total of quarter of a million words, apart from twenty-two pages of primary and secondary sources. Many of its chapters are drawn from Chris Goodey's articles since the early 'nineties in such journals as Ancient Philosophy, Archiv für Geschichte der Philosophie, History of the Human Sciences, and Political Theory. However, he immediately warns us that such articles exist as a "more primitive form" (vii) of the current volume.

Development of guidelines for workplace prevention of mental health problems : a Delphi consensus study with Australian professionals and employees

The purpose of the research was to conduct a Delphi expert consensus study (with employer, health professional and employee experts) to develop guidelines for the workplace prevention of mental health problems. A systematic review of websites, books, pamphlets and journal articles was conducted; a 363-item survey developed; and 314 strategies were endorsed as essential or important by at least 80% of all three panels. The endorsed strategies provided information on: creating a positive work environment; reducing job strain; rewarding employee efforts; workplace fairness; provision of supports; supportive change management; provision of training; provision of mental health education; and employee responsibilities.