Abstract

Although theory and research on emotional intelligence in the workplace has generated high expectations and promising findings, the gap between research and practice looms large. Several lines of inquiry point to the potential benefits of EI for leaders, teams, and organizations. Yet, assessing EI remains challenging, and research focusing on group and organizational levels of analysis is still scarce. In this review, I seek to bridge the gap between research and practice by considering a broader view of EI and discussing research findings with a focus on implications for assessment and training. In particular, I discuss strategies to enhance the impact of EI and leadership training, and to drive results through well-integrated organizational development initiatives.