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This study assessed the effectiveness of training leaders in behaviors that satisfy meeting attendees’ psychological needs for autonomy, competence, and relatedness. Three managers who regularly lead meetings with their work- groups participated in the study. The study used a research design of multiple baselines across groups and began with baselines ranging over three to five meetings. Group leaders then received a session of behavioral skills training with a role-play component, followed by post-training assessment over three to five meetings. The final assessment occurred one month later. Leaders reported the number of recommended leader behaviors they used prior to training and at subsequent meetings. Group members anonymously completed ratings of (1) the extent of their psychological need satisfaction, (2) their satisfaction with each meeting, and (3) how productive each meeting was. Meeting leaders showed significantly more use of the recommended behaviors after training than before training. Member ratings indicated a significant increase in need satisfaction, satisfaction with meetings, and meeting productivity after the training of their leader. Significant positive effects remained at a one-month follow-up. The findings show that training leaders in needs-focused behaviors to use in running meetings can be used to satisfy attendee-needs and to improve meeting satisfaction and productivity.

This research examined the effects of meeting leader behavior on organizational meetings. Two studies investigated whether leader behavior that satisfies the psychological needs of meeting attendees, leads to higher levels of meeting productivity and satisfaction. Study 1 used correlational methods, with regression- based mediation analysis, to assess whether satisfaction of attendee needs mediated the association between leader behavior and attendee ratings of actual meetings in a sample of 110 employees. Study 2 involved an analogue experiment with 158 employees to test the effects of leader behavior on ratings of hypothetical meeting scenarios. The studies provide correlational and experimental evidence for the positive impact of needs-focused behaviors, offering organizational leaders practical solutions for improving meetings.

To improve understanding of uncivil workplace behaviour, the present study sought to examine the relationships between emotional intelligence, positive affect, negative affect and perpetration of uncivil behaviour in the workplace.

Email, workplace networks and social media were used to recruit 113 managers who completed an anonymous online self-report survey of measures relating to emotional intelligence, positive and negative affect and engaging in uncivil workplace behaviour.

Results showed that greater emotional intelligence was significantly associated with higher positive affect and less negative affect as well as less likelihood of engaging in uncivil behaviour. Higher levels of negative affect were associated with engaging in uncivil behaviour. Analyses indicated that the relationship between lower emotional intelligence and engaging in uncivil workplace behaviour was mediated by negative affect only. The findings support the importance of emotional intelligence and affect in workplace functioning and shed light on possible precursors of the destructive behaviours that comprise workplace incivility.

These findings contribute insight into uncivil workplace behaviour and provide a foundation for examining the contribution of all stakeholders including victims and perpetrators as well as implications for management and organisational practices.

The links between emotional self-efficacy, emotional intelligence, positive and negative affect, workplace incivility (from the target and perpetrator perspective), and job satisfaction were explored in a model of workplace functioning. Two hundred and seven adults participated in the study. As expected, emotional self-efficacy significantly predicted trait or dispositional emotional intelligence, which in turn was a significant predictor of participants' negative and positive affect. The relationship between low emotional intelligence and high negative affect was especially strong. Also as expected, individuals with higher levels of negative affect were more likely to be perpetrators of workplace incivility than individuals with lower levels of negative affect. Individuals who engaged in higher levels of incivility perpetration were more likely to be victims of incivility than individuals who never or rarely engaged in uncivil behavior. Being a victim of incivility was associated with higher levels of negative affect and lower levels of job satisfaction. Counter to the original predictions, positive affect was unrelated to either incivility perpetration or victimization.

The present study aims to examine whether an intervention designed to increase self‐efficacy for transformational leadership results in more transformational leadership self‐efficacy and a higher level of transformational leadership. In previous research higher levels of emotional intelligence have been found to be associated with more transformational leadership; thus the present study also seeks to examine whether higher emotional intelligence makes individuals more receptive to self‐efficacy‐based leadership training.

The study used an experimental design. Participants were randomly assigned to either a self‐efficacy expressive writing condition or a control writing condition. Participants were 118 managers who completed measures of self‐efficacy, transformational leadership and emotional intelligence at the start of the study and again completed measures of self‐efficacy, and transformational leadership after the intervention.

Managers in the intervention condition showed significantly greater transformational leadership self‐efficacy and higher transformational leadership scores than the control group managers at post‐test. Further, those higher in emotional intelligence were more responsive to the intervention.

The intervention holds promise as a low cost and easy to implement method of facilitating development of transformational leadership.

The finding that an intervention aimed at increasing self‐efficacy can increase transformational leadership extends previous research on both self‐efficacy and transformational leadership. This result suggests that leadership self‐efficacy may be an important component of transformational leadership. The finding that individuals higher in emotional intelligence benefited most from the intervention extends previous findings regarding the importance of emotional intelligence in organisational settings. Emotional intelligence may facilitate individuals' openness to change.

This study seeks to examine whether higher emotional intelligence displayed by service providers leads to greater customer satisfaction.

A community sample of 150 participants viewed video clips depicting a service provider displaying three different levels of emotional intelligence in high or low service difficulty transactions.

Higher emotional intelligence displayed by the service provider led to greater reported satisfaction with the service transaction. Further, there was an interaction between emotional intelligence of the service provider and transaction difficulty. In the low transaction difficulty condition there was progressively more satisfaction at each higher level of emotional intelligence of the service provider. In the high transaction difficulty condition, there was low satisfaction in the low service provider emotional intelligence condition, but no significant difference in satisfaction between the high and medium levels of service provider emotional intelligence.

A limitation of the research is that the study's experimental design sacrificed some external generalizability in order to maintain internal validity and obtain more definite information regarding the causal effects of service provider emotional intelligence on customer satisfaction. Future research might examine the replicability of the present results in a field study of actual service encounters.

The findings of the present study lend support to theoretically‐based claims of the importance of service provider emotional intelligence in determining customer satisfaction.

Mirele Cardoso do Bonfim is Professor of Psychology at Salvador University, Brazil, and she is psychologist at Federal Institute of Education, Science and Technology, Bahia (IFBA). She received her master's degree in Organizational Psychology from Federal University of Bahia. Her primary researches have been focused on emotions at work and emotional labor. C.V.: Available at http://lattes.cnpq.br/2452149954749191

The chapters in this volume are drawn from the best contributions to the 2008 International Conference on Emotion and Organizational Life (Emonet VI), complemented by additional invited chapters. The 2008 conference was hosted by INSEAD, beautifully situated within the picturesque surrounds of Fontainebleau, France. We acknowledge INSEAD and especially local hosts Prof. Quy Huy and Ms. Marie-Francoise Piquerez for ensuring a flawlessly organized and superbly resourced conference experience. We also acknowledge the conference paper reviewers (see appendix) whose time and expertise are such an essential part of ensuring the high quality of the Emonet conference and the book series Research on Emotion in Organizations. In the year following publication of this volume, the 2010 conference (Emonet VII) will be held in Canada, and Volume 6 of Research on Emotion in Organizations will be available in print. Readers interested in learning more about the conferences or the Emonet listserv should check the Emonet website at http://www.uq.edu.au/emonet/.