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As organizational leaders worry about the appalling low percentage of people who feel engaged in their work, academics are trying to understand what causes an increase in engagement. We collected survey data from 231 team members from two organizations. We examined the impact of team member's emotional intelligence (EI) and their perception of shared personal vision, shared positive mood, and perceived organizational support (POS) on the member's degree of organizational engagement. We found shared vision, shared mood, and POS have a direct, positive association with engagement. In addition, shared vision and POS interact with EI to positively influence engagement. Besides highlighting the importance of shared personal vision, positive mood, and POS, our study contributes to the emergent understanding of EI by revealing EI's amplifying effect on shared vision and POS in relation to engagement.We conclude by discussing the research and practical implications of this study. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to determine the influence of emotional and social competence (ESC) on job performance by considering self-ratings and the ratings of others (supervisor, peer and subordinate) using a multisource feedback assessment of ESC. Design/methodology/approach – The authors utilized the 2004-2006 performance evaluations of 36 staff members of the Ilo Copper Refinery, owned by the Southern Peru Corporation. To assess ESC, the Emotional Competence Inventory (ECI 2.0) was administered to the Ilo staff. Findings – The study reinforces the importance of ESC to workplace performance and provides evidence of ESC's positive influence. The results reveal that 70 percent of the variance of working performance is explained linearly by the total average of ESC, with four significant competencies – self-confidence, achievement orientation, optimism, and teamwork & collaboration – accounting for 63 percent of the variance. Research limitations/implications – As an initial study in Peru, the authors had a small sample size. There is limited independence in the performance evaluations because the evaluators of performance were repeated in several cases. Job performance ratings were based on the following computerized objective assessment: use of abilities, work organization planning, interpersonal relations, results, initiative, aptitude to the work, and creativity. Originality/value – The paper is aimed at improving understanding of the links between ESC and performance. It is the first study the authors are aware of to examine these relationships in a Peruvian organization. The approach used in this study contributes to and provides evidence of the importance of emotional competence in the workplace. [ABSTRACT FROM AUTHOR]