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The purpose of this study is to investigate the importance of training in social intelligence in the context of effective leadership and enhanced performance. The study investigates how training in social intelligence can assist personnel in enhancing their social and emotional competencies through various methods which in turn can boost their performance and leadership skills.

This article presents a compilation of interview perspectives from human resources (HR) practitioners and researchers, offering comprehensive training methods that can be implemented in organizations to boost the social intelligence of employees and employers. The views were gathered through telephone and face-to-face interaction with the practitioners.

Various methods for training in social intelligence for enhancing social intelligence are proposed by the author in this paper, drawing on the perspectives of both practitioners and researchers.

Further studies could test conceptual models by using longitudinal studies’ data, which gives the study more accuracy and supports generalizing the results.

Enhanced performance and Effective leadership can be achieved in the organization if proper training in social intelligence is given to the personnel.

This study is one of the first studies that integrates leadership, performance, and social intelligence and its dimensions in one framework. This study concludes that enhanced employee performance and effective leadership can be achieved by developing social intelligence in personnel through various training methods.

This study aims at investigating how hybrid intelligence might enhance employee engagement in breakthrough innovation. Specifically, it empirically examines the mediating role of self-extinction and moderating role of social intelligence.

This study, using the lens of socio-technical system (STS) theory, collected data from 317 employees through cross-sectional survey. The hypotheses were tested using MPlus 8.3 by applying Structural Equation Modelling (SEM).

The results support the proposed model, suggesting that hybrid intelligence fosters employees' breakthrough innovation engagement and such a relationship is fully mediated by self-extinction. Besides, the findings provide support for the positive moderating impact of social intelligence on such indirect relationships in a way that high social intelligence will further strengthen the relationship.

As a pioneering contribution, the study uncovers the social mechanism that underlies hybrid intelligence–breakthrough innovation engagement relationship via self-extinction. The research suggests managers leveraging employees' social intelligence for playing a critical role in countering the negative impact of self-extinction by enhancing the employees' engagement in the breakthrough innovation process.

The paper seeks to highlight the key value changes in the current economy, which is shifting towards intangible assets such as innovativeness, cognitive intelligence, emotional intelligence, social capital, and also a shift from individual to team working.

The paper takes the form of an examination of the relevant literature and divergent thinking.

On the basis of a critical analysis of the literature it is found that the outcome of all factors (internal as well as external) influencing the functioning of a team/group would lead to a “general ability” which can be conceived as composed of three different and interrelated abilities, termed the “cognitive intelligence”, “emotional intelligence” and “social capital” of the team/group. These three abilities could explain a wide range of group behaviors. A conceptual model is developed to explain the innovativeness of work teams in terms of these three group abilities.

The general and inclusive nature of the variables proposed in the model hold promise for proving more stable explanations, and thus a robust model, of highly complex phenomena of work team innovativeness. By associating with innovativeness this model brings the emerging concepts of group intelligence to the attention of management researchers. The underlining and classification of the fundamental abilities of groups into three basic categories (i.e. cognitive, emotional and social), provides a direction for future research in the under‐studied “cognitive” and “affective” dimensions of groups/teams. The model presented here is a conceptual model and needs to be validated empirically.

For intervention and practical purposes, the variables proposed in the model would provide a more comprehensive framework for the assessment of group functioning, and work as a guide for building effective teams and changing the function of the team in desired directions.

Although the relevant literature consists of many partial and indirect hints and indications in the direction as conceived by the model, the full model as such is original. The authors' primary contribution is in perceiving the holistic picture of the phenomena (i.e. basic abilities of groups) and relating them to innovativeness.

The family time is being an important element in assisting to empower the mutual feeling in connecting both love and compassion among the family members. The copying initiative to spend the quality time with family is supposed to embed the feeling of security, the family values with confidence, in order to strengthen the social intelligence. However, due to the pandemic age with its outstanding challenges on being less socially connected, the more affection as the real impact toward the reduction on social interaction requires the attempts to restore the process with the sufficient link between emotional and social intelligence. The aim of this chapter attempts to examine the family quality time maintenance for children’s social intelligence in order to fully comprehend the strategic way of particular issue identification in affecting the children, by the suggested proper solution amidst the pandemic age. The empirical data from the qualitative interview among 12 public educators were employed by exploring their beliefs and practices in maintaining the family time quality for their children social intelligence support. The finding of this chapter reveals that there are three aspects of maintaining the family time for children’s social intelligence support, consisting of the technical skills to improve the family relationships, the communication on the feelings to care for being close relationships and emotional intimacy to advance the family contact in broadening the comfortable spend of time with emotional integrity and openness. The value of this chapter is to give an insightful value on the knowledge enrichment about the strategic maintenance of family time quality for children’s social intelligence. Offering the understandable suggestion together with an effective method to bring the family time into being closer is supposed to lead to the emotional intelligence among the peer-family members, mainly parent–children relationship amidst the pandemic age.

The purpose of this paper is to explore three research questions. Are there gender differences in the demonstration of emotional and social intelligence competencies? What is the relationship between emotional and social intelligence competencies and success, and does gender moderate that relationship? Are there differences between the most successful male and female leaders in their demonstration of these competencies?

This study used a 360‐degree instrument to measure the demonstration of emotional and social intelligence competencies by top‐level executives in one financial services organization. Annual performance and potential assessments measured the participants' success. Regression analyses and tests of mean differences were used to analyze the research questions.

The results indicated that there were no significant differences between male and female leaders in their demonstration of emotional and social intelligence competencies. The most successful men and women were also more similar than different in their competency demonstration. However, gender did moderate the relationship between the demonstration of these competencies and success. Male leaders were assessed as more successful even when the male and female leaders demonstrated an equivalent level of competencies. Finally, distinctions were found between the most successful males and females and their typical counterparts.

A field sample from one organization limits the generalizability of the results.

Implications for organizations and their leadership are discussed including the importance of a broad range of competencies used in assessments, the awareness of gender stereotypes and gender‐stereotypical behavior, and the acknowledgement of multiple measures of success.

This study highlights the moderating influence of gender between the demonstration of emotional and social intelligence competencies and success. Distinctions in competency demonstration between the most successful top‐level executives and the typical executives contribute to the literature and to leadership development practice.

This study aims to investigate the influence of social intelligence and collective efficacy on the fearlessness of change. Furthermore, this study investigates the mediation effect of collective efficacy and moderating role of management commitment to change in the relationship between social intelligence and fearlessness of change.

The analysis is based on data collected from 296 members of information technology and Banking Financial Services Industry organisations using a survey questionnaire. Hypotheses have been tested using structural equation modelling.

The findings show that social intelligence and collective efficacy positively influence fearlessness of change. Social intelligence also impacts collective efficacy positively. Further, collective efficacy acts as a mediator and management commitment to change acts as a moderator in the relationship between social intelligence and fearlessness of change.

This study highlights the relevance of social intelligence in fostering a fearless attitude towards change for easy transition from the current organisational state to a new or desired state.

Organisational leaders must strive to develop a climate of fearlessness in organisations undergoing change so that the employees acquire this attitude of fearlessness and face the hurdles that come with change with a positive mind set.

This study is amongst the few such studies that examined the relationship amongst variables of this study.

This study investigated the relationships of emotional intelligence—empathy and social skills—of supervisors to the effectiveness of their leader role. Questionnaire data on emotional intelligence were collected in four countries (U.S., Greece, China, and Bangladesh, N = 1,184 dyads) from employed MBA students (observers), but the data on the effectiveness of leader role were collected from the colleagues of MBA students who had the same supervisor. Responses from each dyad were matched. Data analysis showed that empathy was a mediator of the relationship between social skills and the effectiveness of leader role in the U.S., Greece, and Bangladesh, but not in China. Implications for management, directions for future research, and limitations of the study are discussed.

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.

The purpose of this study is to help teachers resolve the difficulties in assessing the students' characters through the development of valid, reliable, goodness-of-fit statistic instrument of emotional and social intelligence assessment for elementary school students.

This study used a research and development model from Plomp with five phases, such as investigation, design, realization, testing and implementation. The research subjects were 345 students of class IV amongst 20 elementary schools in Yogyakarta. Data collection used questionnaires, documentation, interviews, Forum Group Discussion and an observation. Data analysis used descriptive analysis, Aiken's V, exploratory factor analysis and confirmatory factor analysis formulae.

The research study helps solve the difficulties of teachers in assessing emotional and social intelligence, which have previously been in only one area of psychomotor. The design of emotional and social intelligence assessment instruments is made from three domains of character, namely, cognitive, affective and psychomotor. The form of the instrument is non-test in three variations. The construct of social and emotional intelligence assessment for a character reinforcement has met the validity, reliability and goodness-of-fit statistic.

This study explains that the Emotional and Social Intelligence (ESI) model is applied for measuring cognitive, affective and psychomotor in children. This study proves that the ESI model is a comprehensive assessment model for evaluating the children's soft skills, includes (1) personal abilities: the ability to make rational decisions, the ability to design the future and (2) social skills: the ability to work together and the ability to understand other people.

Teachers can measure and determine the condition of children's soft skills by operating the ESI model. Based on the knowledge of the correct soft skill conditions, the teacher can adjust the teaching materials and teaching methods that would improve the child's soft skills regarding to their respective conditions. Mastering these soft skills will affect the children's capability in facing the challenge in the upcoming society's life.

The novelty of this study is the design model of the emotional and social intelligence assessment instrument developed comprehensively and practically as it is created from three domains of character and three forms of non-test questions, so that the assessment is not mechanical, and easily practiced by users.

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.