Feeling Good: Creating Emotionally Intelligent Teams

When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated. For the past decade,important research has been done in organizations to show that feelings and emotions have a direct impact on effectiveness, efficiency and ultimately the bottom line.

Currently, the concept is being applied to teams. Looking at the emotional
intelligence of teams is important because most of the work in organizations
today is being done by teams.

Research in the last decade has proven the superiority of group decision-making over that of even the brightest individual in the group. But the exception to this rule is when the group lacks harmony or the ability to cooperate; then decision-making quality and speed suffer.

The important difference between effective teams and ineffective ones lies in
the emotional intelligence of the group.

When people feel good, they work better, are more creative, and they are more productive. Good feelings are like lubrication for the brain: mental efficiency goes up, memory is sharpened, and people can understand directions and make better decisions.

Studies have shown this to be especially true when it comes to teams. This is
because emotions are contagious. When one or two people are in a good mood, it spreads easily to other members.

Important concepts covered in this article:

Elements of Emotional Intelligence
The Importance of Teams in Organizations
Three elements of successful teams
When personalities clash
Feeling good and the bottom line
How is emotional intelligence developed?
How assessments can facilitate understanding
Building self-managing teams
Using a team coach to build E.I.
Four Cluster's of Emotional Competency
Resources on Emotionally Intelligent Teams

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