Building the Emotional Intelligence of Groups
by Vanessa Urch Druskat and Steven B. Wolff
WHEN MANAGERS FIRST STARTED HEARING ABOUT the concept of emotional intelligence in the 1990s, scales fell from their eyes. The basic message, that effectiveness in organizations is at least as much about EQ as IQ, resonated deeply; it was something that people knew in their guts but that had never before been so well articulated. Most important, the idea held the potential for positive change. Instead of being stuck with the hand they’d been dealt, people could take steps to enhance their emotional intelligence and make themselves more effective in their work and personal lives.
Indeed, the concept of emotional intelligence had real impact. The only problem ...