Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers.

Research has shown that transformational leaders are able, through emotional contagion mechanisms, to transmit their emotions and boost positive feelings among their followers. Although research on leadership and team processes have shown a positive relation between transformational leadership and workers' well-being, there is a lack of studies examining the "black box" of this association. The present study aimed to assess the mediation effect of team emotional intelligence (TEI) of the management team on the relationship between management's transformational behaviors and employees' responses. Data were gathered from two sources: 1,566 managers grouped into 188 teams pertaining to a total of 90 firms, and 4,564 workers from the same 90 firms. The results showed that management team TEI and the emotional state of "passion" among employees had a full mediation effect on the relationship between management teams' transformational leadership and employees' cohesion. Implications of these results are discussed.

Team Emotional Intelligence in Working Contexts: Development and Validation of the Team-Trait Meta Mood Scale (T-TMMS).

The collective construct of Team Emotional Intelligence (TEI) has been widely used and discussed. However, although several studies have examined the relationship between individual emotional intelligence and transformational leadership, few reports have explored the TEI of leadership teams. The aim of this study was to develop a scale to measure TEI, developing and validating the T-TMMS in a sample of 1,746 participants grouped into 152 leadership teams. The research design of the study was cross-sectional, and, in order to observe reliability as well as the construct, convergent, and predictive validity of the scale, we conducted an internal consistency analysis, confirmatory factor analysis, as well as a correlation and hierarchical linear regression analysis. The T-TMMS showed a three-factor structure (Attention, Clarity, and Repair), with adequate internal consistency, temporal stability, and convergent validity. We also examined the relationship between TEI and organizational performance. The limitations and implications of this new scale for organizational contexts are discussed.