Document Type
Article
Publication Date
12-1-2008
Abstract
There is a vast literature on the emotional intelligence (EI) of individuals, but comparatively little on team EI. We report findings of a qualitative inquiry involving 36 members of twelve IT teams--half of them effective and half less so--to explore the relationship between team EI and team performance. Trust, conflict resolution skills and team communication are seen to differentiate effective and less effective teams, as is the ability to adapt shared vision to changes in project specification. The research supports that the teams possess emotional intelligence and that it powerfully influences how they function and to what effect. Our findings suggest that characteristics of trust, communication and a willingness to address conflict contribute to one's ability to develop individual EI. Our findings also suggest a high team EI is required in order for the team to adapt its shared vision during difficult times. Implications for increasing organized work effectiveness and the research community are discussed. The review concludes by briefly considering implications and questions regarding team development and team sustainability.
Keywords
teams in the workplace
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Mahon, Ed, "How Does Emotional Intelligence and Shared Vision Affect Teamwork Performance?" (2008). Student Scholarship. 241.
https://commons.case.edu/studentworks/241