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nal culture (Mayer & Caruso 2002; Gabriel & Griffiths, 2002) and economic outcomes of the firm (Tomer, 2003). How well a person can recognize and manage his or her emotions and the emotions of others may explain a significant amount of the variance in the overall effectiveness of today's organizations.

Fostering ESI
Drawing upon the wealth of training data currently available, Cherniss, Goleman, Emmerling, Cowan, and Adler (1998) published the following guidelines, organized into the four distinct phases: (1) preparation; (2) training; (3) transfer and maintenance; and (4) evaluation, to promote ESI in the workplace.

Research Evidence relevant to Original Article
Yousuf, S., & Ahmed, I. (2007)
A strong relationship between EI and work success has been observed Also, EI followed by emotional stability depicted greater causal effect on managerial effectiveness.

Austin, J. E., (2004)
There exists significant Correlations were between emotional intelligence and emotional task performance.

Rooy, V. L. D., & Viswesvaran, C. (2004)
This study used meta-analytic techniques to examine the relationship between emotional intelligence (EI) and performance outcomes. Results of the current meta-analysis demonstrate that emotional intelligence is a construct that is definitely worthy of future research and indicates that EI should indeed be considered a valuable predictor of performance.

Lyons, B. J., & Schneider, R. T. (2005)
The influence of emotional intelligence on performance

Mayer, D. J., & Caruso, D. (2002)
People high in EI will build real social fabric within an organization, and between an organization and those it serves, whereas those low in EI may tend to create problems for the organization through their individual behaviors.

Chan, W. D. (2004)
Perceived emotional intelligence and self-efficacy among Chinese secondary school teachers in Hong Kong. The findings that different components of perceived emotional intelligence predicted significantly different self-efficacy beliefs for different groups of teachers were meaningful and noteworthy.

Bennis, W. (1994)
Bennis in his book 'On Becoming a Leader' (p. 44-45) has a list of interesting differences between a manager and a leader and they are given in the table below.

Manager Vs. Leader
A manager
A leader
Administers
Innovates
Is a copy
Is an original
Maintains
Develops
Focuses on systems and structure
Focuses on people
Relies on control
Inspires trust
Has a short-range view
Has a long-range perspective
Asks how and when
Asks what and why
Has his eye on the bottom line
Has his eye on the horizon
Imitates
Originates
Accepts the status quo
Challenges it
Is the classic good soldier
Is his own person
Does things right
Does the right thing

Research evidence supports that a leader has to have emotional intelligence to align personal and subordinate goals to accomplish company goals.

Relevance to the Course
It is often incorporated into business, consulting, counseling, and education, due in large part to the influence of Goleman (1995; 1998). It is precisely this inte