HBR Building Emotional Intelligence of Teams
The article argues that emotional intelligence (EI) is not only an individual competency but also a group-level capability essential for team effectiveness. Drawing on research and multiple organizational case studies, the authors present a model in which three foundational conditions—mutual trust, a shared group identity, and collective efficacy—emerge from emotionally intelligent norms. They delineate three levels of emotional interaction (individual, group, cross‑boundary) and prescribe specific norms for each level: awareness practices such as perspective‑taking; regulation practices including constructive confrontation and caring; group‑level self‑evaluation, shared vocabularies, affirmative environments, and proactive problem‑solving; and cross‑boundary practices like liaison roles and external relationship building. The article illustrates these norms with examples from Hewlett‑Packard, Hay Group, Sherwin‑Williams, Veterans Health Administration, AMP Corp., KoSa, IDEO, and others. Finally, it explains how such norms arise—through formal leaders, informal leaders, courageous followers, training programs, and broader organizational culture—and asserts that any team can develop group EI to boost participation, collaboration, creativity, and performance.
Topics
Group Emotional Intelligence as a Critical Team Capability
Introduces the concept that EI extends beyond individuals to groups, positioning it as essential for team performance.
Core Conditions for Effective Teams: Trust, Identity, and Efficacy
Defines the three foundational conditions that enable high‑performance teamwork and links them to group EI.
Three‑Level Framework of Emotional Interaction
Outlines the individual, group, and cross‑boundary levels of emotional awareness and regulation required for group EI.
Norms for Engaging Individual Emotions: Perspective‑Taking, Confrontation, and Caring
Specifies practices that help teams recognize and regulate members’ emotions, including role‑playing, affinity diagrams, constructive confrontation, and expressions of care.
Group‑Level Emotional Practices: Self‑Evaluation, Shared Vocabulary, and Proactive Problem Solving
Describes norms that build group self‑awareness, create resources (e.g., common language, “wailing wall”), foster an affirmative atmosphere, and drive proactive solutions.
Cross‑Boundary Emotional Intelligence: Liaison Roles and External Relationship Building
Explains how teams extend EI beyond their borders by appointing liaisons, understanding other groups’ needs, and cultivating social‑skill norms.
Empirical Illustrations: Case Studies from HP, Hay Group, IDEO, and Others
Summarizes real‑world examples that demonstrate the application and impact of the proposed norms across diverse organizations.
Sources of Norm Creation: Leaders, Followers, Training, and Culture
Identifies five pathways through which emotionally intelligent norms emerge: formal leaders, informal leaders, courageous followers, training interventions, and broader organizational culture.