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Emotional Intelligence (EQ) has been identified as a crucial predictor for workplace success. Entrepreneurs are those that shine and excel in the workplace beyond the norm. The present study aimed to provide a preliminary insight into this area of entrepreneurship research. Through the use of qualitative methods, several Australian entrepreneurs were examined in relation to their Emotional Intelligence ability. EQ was examined via in‐depth structured interviews. It was predicted that the entrepreneurs would significantly exhibit these ratios and hence an EQ level beyond the norm. Not only did the study yield such a result, it also showed that the entrepreneurs exhibited high levels of all the sub‐scales in each model. The outstanding performance of each entrepreneur in Emotional Intelligence ability, as well as all the sub‐scales, strongly supports the concept that EQ may be the missing factor that researchers have been searching for in entrepreneurship studies.

The recent growth in the trust literature indicates that both researchers and practitioners are continuing to recognise its importance as a factor for determining organisational success and the well‐being of employees. Trust is, however, a complex, multidimensional construct that has generated much debate concerning how trusting relationships might be created. The aim of this paper is to add to current debates by reporting on a study concerning trust within manager‐subordinate relationships within a large Australian organisation. The annual staff survey for this organisation indicated that levels of trust in managers were very low, leading the authors to investigate the predictors and outcomes of this situation. Focus group and survey questionnaire results led to the finding that perceived organisational support, procedural justice and transformational leadership were significant predictors of trust in managers and that turnover intent and commitment were significant outcomes. The implications of these findings for researchers and practitioners are discussed.

The two aims of this paper are to explore the development of trust for relationships between staff and customers in the banking sector and to investigate possible links between financial performance of relationship manager and their levels of emotional intelligence (EI) and trust.

An internet survey was undertaken, where respondents were asked to complete an EI test and questions relating to trusting behaviour. These data were integrated with financial performance data supplied by the bank. Exploratory and confirmatory factor analysis and correlation analysis was used to identify links.

Trust was found to be made up of three components: dependability; knowledge; and expectations. Further, there were significant correlations between both trust and EI, when compared to the financial performance of a relationship manager.

The methods used by the bank to collect performance data have limited the analysis that could be conducted.

Increased awareness by the relationship managers of their own emotions, and how they perceive and act upon the emotions of others, should favourably impact financial performance.

This paper is an important initial step in highlighting the significance of EI and trust in the relationship marketing/selling arena.

Introduces six empirical studies on trust within organisations which were originally presented at a workshop on “Trust within and between organisations”, organised by the European Institute for Advanced Studies in Management at the Free University Amsterdam, in November 2001. Areas covered include: the legitimacy of the field of study; common understandings and disagreements in theoretical ideas; and directions for future research.