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ligence as predictors of managerial effectiveness are rather few. Exploring the nature of personality variables that are mediated by emotional intelligence in their influence on managerial success is the focus of inquiry in this study. We will seek a causal interpretation of relationship between personality and emotional intelligence in the prediction of managerial effectiveness. A related point to be explored in the local context is whether women are as efficient as men in EI, as found in the Western studies (Bar-On, 1997). Although meta-analysis conducted by Eagly and Johnson (1990) found females having better social skills and were described as being “interested in other people”, our expectation is that women would be relatively low in social skills than men in samples from Pakistan as a developing country.

Competencies
The authors define competency as a capability or ability that guides to a successful outcome. It is a set of related but distinct sets of behaviors organized around an underlying purpose or goal, called the “intent.” Competencies, therefore, are the result of appropriate behaviors used effectively in the situation or time to further the underlying goal or purpose that emerges from the intent. The intent can be Empathy or Influence.

Formation of the term ESI- Emotional and Social Intelligence Competencies
Goleman, Boyatzis, and McKee (2002) presented a model of ESI with 18 competencies arrayed in four clusters and two aspects. In their latest works, Goleman (2006) and Boyatzis and Goleman (2006) have reclassified their array of competencies and clusters into two distinct aspects. The interpersonal clusters (social awareness and relationship management) have been relabeled social intelligence (SI) competencies; and the intrapersonal clusters (self-awareness and self-management) have been relabeled emotional intelligence (EI) competencies. This integrated concept of ESI offers more than a convenient framework for describing human dispositions—it offers a theoretical structure for the organization of personality and linking it to a theory of action and job performance. As mentioned earlier, a competency is an “underlying characteristic of the person that leads to or causes effective or superior performance” (Boyatzis, 1982, p. 21), therefore, an ESI competency is an ability to recognize, understand, and useemotionalinformation about oneself (EI) or others (SI) that leads to or causes effective orsuperiorperformance.

ESI and Performance-The Linking Evidence
More specifically to ESI, many organizations recognize ESI as a set of emotional competencies that allow people to use emotions to facilitate desired outcomes (Fox & Spector, 2000). As argued by Fisher and Ashkanasy (2000), the best rational for the potential importance of ESI is that “the study of emotions in the workplace has the potential to add to our understanding of behavior in organizations” (p. 123).

Although the potential impact on individual personnel decisions has fostered the majority of the research on ESI, there are indications that ESI is not limited to the individual unit of analysis. Expanding on the individual performance assumption, there is now evidence that ESI may impact multiple levels of the organization, including teams and groups (Druskat & Wolff, 2001; Douglas, Frink, & Ferris, 2004; Offermann, Bailey, Vasilopoulos, Seal, & Sass, 2004); organizatio