Exploring Emotional Competence: Its Effects on Coping, Social Capital, and Performance of Salespeople
Erasmus University Rotterdam (EUR) - Erasmus School of Economics (ESE)
University of Cologne - Department of Economics
Richard P. Bagozzi
The Stephen M. Ross School of Business at the University of Michigan
20 2004 1,
ERIM Report Series Reference No. ERS-2004-014-ORG
We define emotional competence as a person’s domain-specific working model about how one can appropriately manage one’s emotions within interpersonal situations. Emotional competence is conceived as the integration of seven seemingly unrelated proficiencies: perspective taking, strategic self-presentation of emotions, helping targets of communication accept one’s genuine emotional reactions, lack of guilt when using emotions strategically, fostering self-authenticity, developing an ironic perspective, and incorporating one’s moral code into the self-regulation of emotions. A cluster analysis of responses to measures of the seven proficiencies by 220 salespeople revealed four distinct groups of people. The groups were defined by emotional competence syndromes consisting of combinations of different levels of the seven proficiencies. One group, the highly emotional competent, scored high on all seven proficiencies, a second group scored low on all seven. Two other groups resulted wherein one group was dominated by feelings of guilt in the use of emotions strategically, and the second was characterized by the inability to accept ambiguous and contradictory situations by assuming an ironic perspective. In a test of predictive validity, the highly emotional competent group, but not the others, coped effectively with envy and pride, achieved high social capital, and performed well.
Number of Pages in PDF File: 59
Keywords: emotional competence, emotion regulation, coping, social capital and performance
JEL Classification: M, M10, L2, M19working papers series
Date posted: March 20, 2004
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