HARVARD BUSINESS REVIEW
By now, most executives have accepted that emotional intelligence is as critical as IQ to an individual 's effectiveness. But much of the important work in organizations is done in teams. New research uncovers what emotional intelligence at the group level looks like-and how to achieve it
Emotioncil Intelligence of Groups
by Vanessa Urch Druskat and Steven B. Wolff
HEN MANAGERS EIRST STARTED HEARING ABOUT
the concept of emotional intelligence in the 1990s, scales fell from their eyes. The basic message, that effectiveness in organizations is at least as much about EQ as IQ, resonated deeply; it was something that people knew in their guts but that had never before been so well articulated. Most important, the idea held the potential for positive change. Instead of being stuck with the hand they 'd been dealt, people could take steps to enhance their emotional intelligence and make themselves more effective in their work and personal lives. Indeed, the concept of emotional intelligence had real impact. The only problem is that so far emotional intelligence has been viewed only as an individual competency, when the reality is that most work in organizations is done by teams. And if managers have one pressing need today, it 's to find ways to make teams work better.
Building the Emotional Intelligence of Groups
It is with real excitement, therefore, that we share these findingsfromour research: individual emotional intelligence has a group analog, and it is just as critical to groups ' effectiveness. Teams can develop greater emotional intelligence and, in so doing, boost their overall performance.
Why Should Teams Build Their Emotional Intelligence?
No one would dispute the importance of making teams work more effectively. But most research about how to do so has focused on identifying the task processes that distinguish the most successftil teams-that is, specifying the need