Ei Development

Academy of Management Learning & Education, 2009, Vol. 8, No. 2, 225–237.

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Rhetoric or Remedy? A Critique on Developing Emotional Intelligence

DIRK LINDEBAUM Manchester Business School I examine the feasibility of developing emotional intelligence (EI) from the vantage point of organizational endeavor versus individual initiative. I challenge the view that organizations can readily develop the EI of individuals. I articulate a number of barriers that impair these endeavors. I propose a conceptual map, which illustrates the process of organizations attempting to develop EI, as well as the impact of these barriers. Instead of organizational endeavors to develop EI, I advocate a self-initiated modification of attitudes in order to foster enhanced self-awareness. I argue that this can give rise to the emotional and intellectual growth that lies at the heart of the ability conceptualization of EI. I conclude that the barriers identified can considerably impair the prospect of developing EI in an organizational context. Conversely, encouraging individuals to foster their EI using a personal development initiative may have great remedial effects, transcending the dichotomy of private and organizational life.

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One may wonder whether sufficient heed has been paid to the actual feasibility of developing EI in the buoyant marketplace of EI intervention schemes. The increasing number of these intervention schemes (Jordan, Ashkanasy, Hartel, & Hooper, ¨ 2002) is strongly influenced by alleged benefits of EI in relation to individual and organizational performance (Watkin, 2000) and the claim that EI is a learned competence (Goleman,...