1. E MOTIONAL I NTELLIGENCE, T EAMWORK E FFECTIVENESS, AND J OB P ERFORMANCE : T HE M ODERATING R OLE OF J OB C ONTEXT By David Yastremsky

2. Q UESTIONS ABOUT E MOTIONAL I NTELLIGENCE (EI) How do you define EI? Is EI characteristic-based or ability-based? How do you measure EI? How does EI vary from country to country and industry to industry? What moderators and mediators are involved in the relationship between EI and outcomes? BIG ONE: Is emotional intelligence important in leadership?

3. EI IN THE CONTEXT OF THIS RESEARCH Definition: “Ability to monitor one’s own and other’s feelings and emotions, to discriminate among them, and use this information to guide one’s thinking and actions” Focus on Mayer’s and Salovey’s ability-based model of EI Four emotional competencies Emotional perception : accurately perceiving own and others’ emotions Emotional facilitation : using emotions to facilitate thinking Emotional understanding : understanding emotions, emotional language, and the signals conveyed by emotions Emotional regulation : managing emotions to attain specific goals

4. O THER C ORE I NFORMATION A BOUT T HE S TUDY Trait Activation (TAT) Framework Why emotional perception is important Definition of managerial work demands (MWD): Jobs requiring the management of diverse individuals, functions and lines of business

5. H YPOTHESES Hypothesis 1A: An MWD job context moderates the positive relationship between EI and teamwork effectiveness, such that the relationship is stronger for employees working in higher rather lower MWD job contexts Hypothesis 1B: Of the four dimensions of the EI, emotional perception ability relates most strongly to teamwork effectiveness under a high-MWD job context Hypothesis 2A: The moderating effect of an MWD job context on the relationship between EI and job performance is mediated by teamwork effectiveness. Hypothesis 2B: The moderating effect of an MWD job context on the relationship between emotional perception ability and job performance is mediated by teamwork effectiveness.

6. S AMPLE INFORMATION 346 full-time professionals in a United States’ masters program Each identified at least one supervisor to provide feedback 657 supervisors were selected 212 focal participants were selected due to their supervisors reporting that they felt high familiar with participant’s work

7. T ESTING Focal participants completed two Web-based surveys: Mayer-Salovey-Caruso Emotional Intelleigence Test (MSCEIT) Test asking about control variables (demographics) and questions about MWD Supervisors rated teamwork effectiveness and job performance

8. Q UESTIONS ABOUT MWD JOB CONTEXT “You are responsible for numerous different products or technologies or services.” “You are responsible for multiple functions or groups.” “This job is a dramatic increase in scope (managing significantly more people, dollars, sites, functions, etc.).”

9. C ONTROLS Age Gender Supervisory status Job tenure (in years) Big-five characteristics Cognitive ability (GMAT scores)

11. R ESULTS Results are consistent with… Hypothesis 1A Hypothesis 1B Hypothesis 2A Hypothesis 2B

12. G RAPH A

13. G RAPH B

14. I NTERESTING RELATIONSHIPS FOUND TAT analysis MWD positively correlated with active emotion Active emotions negatively correlated with EI/EP Emotional perception only helps in cases of MWD job context; no relationship with other facets of EI

15. D ISCUSSION Even after controls, emotional intelligence related more positively to team effectiveness under a high-MWD job context Emotional perception contributed the most but did not relate to other facets of EI, showing perceiving emotion is critical Future research Impact

16. W ORKS C ONSULTED Cavazotte, Flavia, Valter Moreno, and Mateus Hickmann. "Effects of Leader Intelligence, Personality and Emotional Intelligence on Transformational Leadership and Managerial Performance." The Leadership Quarterly 23 (2012): 443-55. Elsevier. Elsevier B.V., 1 Dec. 2011. Web. 3 Oct. 2013. Chien Farh, Crystal I. C., Myeong-Gu Seo, and Paul E. Tesluk. "Emotional Intelligence, Teamwork Effectiveness, and Job Performance: The Moderating Role of Job Context." Journal of Applied Psychology 97.4 (2012): 890- 900. EBSCOhost. Web. 7 Oct. 2013. Smollan, R., and K. Parry. "Follower Perceptions of the Emotional Intelligence of Change Leaders: A Qualitative Study." Leadership 7.4 (2011): 435-62. Sage Journals. SAGE Publications, 10 Nov. 2011. Web. 3 Oct. 2013.