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To explore the feasibility of utilizing the Bar-On mixed model of emotional–social intelligence as a framework for the competencies and traits needed for reference and information services librarians. Through a survey of the literature, the author created a baseline list of competencies, which was compared and contrasted with the abilities, traits, and competencies that comprise the Bar-On model of emotional–social intelligence. The author conducted a pilot study with a small group (n = 10) of reference and user services librarians who took the EQ-i 2.0. The competencies and traits of reference and user services librarians identified in the literature compare favorably with those measured by the EQ-i 2.0. Overall, a majority of the participants (70%) obtained a total score on the EQ-i 2.0 in the mid or high range. Composite scales with the highest overall mean scores were decision-making and self-perception. Subscales with the highest scores included the following: impulse control, self-actualization, social responsibility, problem solving, and reality testing. As a pilot study, it was conducted using a small population of academic reference and user services librarians. Further research should be conducted utilizing a larger population of reference and user services librarians or librarians who have been recognized as exemplary in reference librarianship. The findings of this study could assist pre-service and in-service reference and user services librarians in further developing their emotional–social intelligence competencies and abilities by identifying areas where improvements could occur.

This study aims to assess health workers’ level of emotional intelligence (EI) in Accra North and recommend a simple but robust statistical technique for compulsorily validating EI measurement scales.

The researchers used a self-reported questionnaire to collect data from 1,049 randomly selected health workers. Two non-nested models, BNK MODEL and CMODEL, were compared to see which of them better fits the study population and yields a better level of EI. The one-sample and independent-samples t-tests, exploratory factor analysis and confirmatory factor analysis were used to present results.

The study found that health workers were appreciably emotionally intelligent for both models at the 5 per cent significance level. However, EI was higher for the CMODEL. The CMODEL also better fits the study population (χ² = 132.2, p = 0.487, Akaike information criterion = 124.932) and thus better underlies EI in it. This study recommends proper validation of the two EI scales evaluated in this study, and possibly other scales, before the use of their data in research, as failure to do so could lead to unrealistic results.

Apart from its contribution to the literature, this study provides a robust statistical approach for assessing health workers’ EI and validating EI scales. By comparing two models of EI in the validation process, this paper suggests that the researcher’s choice of a measurement scale can influence his/her results.

Higher economic output as measured in gross national product (GNP) may not always imply a higher quality of living. It has been the outcome of the long debate between growth and development of a nation. The aims of economic growth should be reconsidered because it has polluted the environment, wasted natural resources, harmed people’s quality of life, and failed to alleviate socioeconomic problems. It is also a common phenomenon to the economies of the South Asian region. The study is thus conducted to show the existence of long-run relationship and short-run interplays between output efficiency of energy use (GEU) and carbon efficiency of energy use (CEU) in the panel of countries in the South Asian region for the period of 1971–2014. The results show that there is a long-run and short-run association between energy efficiency in output and carbon emission as respectively measured in GEU and CEU. This means that in South Asia, energy consumption leads to an increase in both gross domestic product and carbon emissions. When GEU is used as the independent variable in vector error correction model (VECM), the result reveals that any short-run disequilibrium from the long-run stable connection will be adjusted over time, and the long-run stable relationship will be restored.

The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention.

The Emotional Quotient Inventory (EQ‐i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations, the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). A series of questions relating to pre‐tax operating profits over the past three years, previous year's net profit, and various business challenges were asked of each executive.

The results showed that top executives differed significantly from the normative population on the EQ‐i in eight of the 15 EQ‐i subscales. Executives who possessed higher levels of empathy, self‐regard, reality testing, and problem solving were more likely to yield high profit‐earning companies, while Total EQ‐i was related to the degree to which a challenge was perceived as being easy with respect to managing growth, managing others, and training and retaining employees.

The findings enable researchers and practitioners to better understand what leadership differences and similarities exist at various organizational levels. These profiles further aid in human resource initiatives such as leadership development and personnel selection.

Despite empirical evidence supporting the relationship between EI and leadership, research with high‐level leadership samples is relatively sparse. The study examines EI in relation to two unique, yet high functioning executive groups, which will enable further exploration into the emotional and psychological structure of these high‐performing groups.

This descriptive-correlational study used a census of Ohio State University Extension county directors and a random sample of county staff throughout the State of Ohio. Data were collected utilizing Bar-On’s Emotional Intelligence Quotient instrument (county directors) and Warner’s job satisfaction instrument (county staff).

The study examined the relationships between emotional intelligence of county directors, job satisfaction of county staff and several demographic characteristics. Stepwise linear regression analysis was used to measure the proportion of variance in county staff’s job satisfaction that could be explained by county directors’ emotional intelligence and demographic characteristics.

The findings suggested there is not a significant relationship between emotional intelligence of unit directors and job satisfaction of staff. The researchers concluded the level of job satisfaction of staff was not influenced by the level of emotional intelligence of unit directors. Some correlations existed between job satisfaction and selected demographic characteristics. These findings may be of interest to individuals who serve in a variety of leadership roles within organizations.

Many authors claim there is a paucity of evidence for the validity of measures of emotional intelligence (EI). This paper summarises existing information on the reliability and validity of two measures of EI, the Dulewicz and Higgs EIQ and the Bar‐on EQ‐i. It also reports the results of a study on middle managers which investigated the degree to which these two EI instruments measure the same constructs: their concurrent/criterion‐related validity; and the relationship between EI and morale and stress at work. Correlations between the two instruments showed content and construct validity, with 16 out of the 20 hypothesised relationships between scales being significant. Correlations between various measures of morale and stress at work and EIQ demonstrated construct validity. Significant relationships were also found between EIQ and current job performance, thus providing further evidence of concurrent/criterion‐related validity.

This paper aims to demonstrate the utility of using some indication of emotional intelligence (EI) to identify high potential in managers. Presupposed correspondences between the EI Personal Factors Model (Bar‐On) and Briscoe and Hall's metacompetency model of continuous learning are elucidated.

The study sample consisted of 51 high potentials and 51 “regular” managers, matched onto one another by managerial level, gender and age. All participants completed an online survey containing Bar‐On's Emotional Quotient Inventory, Blau's career commitment scale and a self‐anchored performance item.

EQ‐i subscales: assertiveness, independence, optimism, flexibility and social responsibility appear to be “covert” high‐potential identification criteria, separating between high potentials and regular managers. Furthermore, high potentials display higher levels of job performance and, supposedly, less boundaryless career attitudes.

Using emotional intelligence – or at least some of its subscales – in identifying high potential may well contribute to the validity of such processes. Furthermore, the importance of cultivating positive emotions at work is spelled out in relation to high‐potential identification and development policies and retention management.

In the majority of studies on high potentials, direct supervisors serve as research samples or a non‐empirical, rather normative approach is taken to the matter. The empirical study presented in this paper is rather unique since it departs from the viewpoints of high‐potential individuals, thus delivering added value to the study domain.

A recent study of the Minnesota Agriculture and Rural Leadership (MARL) program set out to determine the relationship between andragogical program design and increased levels of emotional intelligence (EI). Members of two cohorts in the MARL leadership development program received different levels of focused effort, peer coaching, individual action plans, disorienting dilemmas, self-reflection, and training in the area of emotional intelligence. We examined four years of data, including participants’ results on the Bar-On Emotional Quotient Inventory (EQ-i) before and after undergoing leadership development training, as well as their individual reflections on the EI components of their training. The intention is that this research will encourage practices that seek to increase emotional intelligence in leaders.

This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric properties, and various forms of validity lead to the conclusion that self‐report techniques measure a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance‐based measures have certain limitations, especially when scored with reference to consensual norms, which leads to problems of skew and restriction of range. Scaling procedures may partially ameliorate these scoring weaknesses. Alternative approaches to scoring, such as expert judgement, also suffer problems since the nature of the requisite expertise is unclear. Use of experimental paradigms for studying individual differences in information‐processing may, however, inform expertise. Other difficulties for performance‐based measures include limited predictive and operational validity, restricting practical utility in organizational settings. Further research appears necessary before tests of E1 are suitable for making real‐life decisions about individuals.