Theoretical Frameworks Explored: The Emotional and Social Competence Inventory (ESCI)

The theoretical framework that supports the Emotional and Social Competency Inventory (originally called the Emotional Competency Inventory, or ECI) combines Daniel Goleman’s work on emotional intelligence with the work of Richard Boyatis and the Hay Group on managerial competencies. The model extends the one Goleman (1998) developed in Working with Emotional Intelligence and informs it with research to further develop core emotional intelligence competencies. The current version of the inventory is a 360-degree feedback survey that provides employee or leader perceptions and feedback from other raters regarding 12 competencies that help to differentiate average from star performers (Hay Group, 2011). 

+ Figure 2.6. Text Description

The model for the Emotional and Social Competency Inventory (ESCI) consists of four quadrants of emotional intelligence that impact performance:

• self-awareness: awareness of self
• social awareness: awareness of others
• self-management: actions of self
• relationship management: actions of others

The four basic emotional and social domains and the associated competencies are as follows.

Self-Awareness

Recognizing and understanding your emotions

• Emotional awareness—being aware of how your emotional experience impacts your performance

Self-Management

Managing your emotions

• Emotional self-control—managing emotional and impulses under pressure effectively
• Achievement orientation—striving towards standards of excellence
• Positive outlook—optimistic view of individuals, events, and situations, being persistent and proactive despite obstacles and setbacks
• Adaptability—being flexible in handling complex challenges and change

Social Awareness

Recognizing and understanding others’ emotions

• Empathy—awareness of the feelings, needs, perspectives and concerns of others
• Organizational awareness—understanding the subtle and complex interactions in organizations, including emotional undercurrents as well as the use of power, influence, and networks in organizational dynamics

Relationship Management

Applying your emotional understanding in your interactions with others

• Influence—persuading others 
• Coach and mentor—developing others by providing support and feedback
• Conflict management—negotiating, resolving, and finding effective solutions to disputes or disagreements
• Inspirational leadership—inspiring and guiding individuals and groups to achieve organizational goals. 
• Teamwork—effectively pursuing goals enhanced by creating group synergy

Goleman’s theoretical framework has focused extensively on work performance and leadership as well as how emotional intelligence could be learned. As such, we will refer to this model, although it is slightly different than the EQ-i 2.0 model and assessment used in the course.