Cumming, Emily A.2010-08-192005https://hdl.handle.net/10182/2417Emotional intelligence is a fairly new, but rapidly growing, area of research. It has become increasingly popular as many researchers claim individuals who perform well at work do so because they have a high level of emotional intelligence. For example, Goleman hypothesised that 'emotional competence is a learned capability based on emotional intelligence that results in outstanding performance at work' (2001, p.1). Although many theoretical links have been established between emotional intelligence and workplace performance there has been relatively little empirical research conducted to support these statements. Although only limited research exists researchers have started to provide data which supports a positive relationship between emotional intelligence and workplace performance. The aim of this study is to further explore the relationship between emotional intelligence and workplace performance. In addition, this study will also explore the relationship between demographic factors, emotional intelligence and workplace performance. The Genos EI Scale was used to measure an individual's level of emotional intelligence, whilst workplace performance was assessed by the Role Based Performance Scale. The sample was drawn from one large insurance company who had offices throughout New Zealand. From the sample 114 subordinates completed the Genos EI Scale and provided demographic data. The direct managers of those who returned their completed Genos EI Scale completed the RBPS. The results of this study suggest a significant relationship exists between emotional intelligence and workplace performance (r =.055, p <.05). Significant relationships were also found to exist between several of the factors, which form the Genos EI Scale, and several of the roles, which form the RBPS. For example, Emotional Control was found to positively predict the Job Role (β = 0.20, p <.05), the Team Role (β = 0.24, p <.05) and the Organisational Role (β = 0.35, p <.05), while Emotions Direct Cognition was found to positively predict the Team Role (β = 0.24, p <.05) and the Organisation Role (β = 0.31, p <.05). Many of the results support the propositions and findings of related studies. However, the same can not be said about the results relating to demographic factors and either emotional intelligence or workplace performance, as the current study found only one relationship to be significant, that being the relationship between occupation and workplace performance. The implications of these findings are discussed in detail at the conclusion of this study. In particular, the benefits an organisation can achieve through an emotionally intelligent workforce. In addition, suggestions for future research are mentioned and address areas of study, which were beyond the scope and intention of this research, such as, the utilisation of a 360-degree measure of emotional intelligence rather than a self-assessment version.1-132enorganisational behaviouremotionsintelligenceworkplace performanceorganisational performanceinterpersonal relationshipsemotional intelligenceThesisDigital thesis can be viewed by current staff and students of Lincoln University only. If you are the author of this item, please contact us if you wish to discuss making the full text publicly available.Q112866766