Michael LaBrie, an IS project manager for a large, international organization, is a great team leader. Overseeing about a dozen computer programmers and business analysts, he is continually creating new and successful inter- and intra-departmental teams.

How does he handle the differing personalities, egos and points of view? Why is he such a wizard at pulling together a group of individuals as diverse as computer nerds, graphic designers, and public relations specialists?

His recipe for success, he said, is creating a collegial atmosphere that fosters trust and a sense of equality - plus encouraging speedy communication whenever conflicts arise.

"Listening and being willing to negotiate are crucial," LaBrie said. "I always tell team members early on that to be successful, we all need to leave our egos at the front door. No one, in any position, has a monopoly on the best course of action."

Experts in emotional intelligence would agree with LaBrie's approach. Since the 1990s, behavioral scientists have increasingly recognized that emotional intelligence, or EI, is as critical to an individual's effectiveness and leadership potential in an organization as IQ is, maybe more so.

More recently, research has shown that EI also plays an important role in team dynamics; the way a group manages the emotions of each member has a significant impact on workplace performance. And, because teamwork is such an integral part of most workplaces today, companies are now exploring what EI at the group level looks like - and how to achieve it.

In a team, EI is a matter of appreciating the varied strengths of each member, being tolerant of those who may seem to contribute less or offer dissenting views, and listening to other perspectives. The goal is to make sure that everyone can work to the best of his or her ability.

In LaBrie's team, for example, there is no conventional boss. Each member is assumed to have an equally valid point of view and is encouraged to contribute. LaBrie also said he gets to know each team member's goals and motivations. He gives each the opportunity to challenge him or herself and the freedom to make and learn from mistakes.

Achieving a high EI can seem like a tall order, but the good news is that, unlike IQ, emotional intelligence for an individual or for a group can be learned and improved. In fact, a growing number of behavioral management, human resources, and business management consulting firms across the country are offering emotional intelligence competency assessments and advice on how to build these skills as part of their repertoire of services.

One of the key factors for many teams is recognizing that dissent can be valuable. Take the case of a Board of Directors of a private corporation. The group seemed to work together seamlessly, seconding each other's ideas, and voting almost unanimously. That is, except for one member who always raised negative concerns, questioned other directors' proposals, and seemed to set himself apart from the group.

At first, other team members considered the dissenter to be a nuisance, but eventually the group came to recognize that his questions and negative viewpoint often ended up averting problems and helping the group make more sound decisions. In time, his dissenting views earned the group's communal ear and respect.

Higher group EI translates into better performance and greater productivity - and that can have a direct effect on a company's success, according to the Consortium for Research on Emotional Intelligence in Organizations.

"A lot of people may have the impression that emotional intelligence is just feel good, touchy-feely stuff," said Rutgers University Professor of Applied Psychology Cary Cherniss, co-author of the book, "The Emotionally Intelligent Workplace," with Dr. Daniel Goleman. "Ultimately, however, the outcome can make a real difference in the bottom line."

For example, after supervisors in a manufacturing plant received EI training in how to listen better and help employees resolve problems, formal grievances dropped from 15 to 3 per year. Accidents that caused employees to lose work time dropped by 50 per cent. Even the manufacturing plant's productivity got a boost, exceeding goals by $250,000.

So how to improve your department's EI? Cherniss said most successes come when companies take a top-down approach and begin by using consultants to train managers first and then the rest of the workforce.

Companies also need to take their time with the issue. Day-long team building workshops and off-site events may boost morale, but they rarely have any lasting effect on EI, Cherniss said. Companies should anticipate working with consultants several months to a year to assess emotional skills and truly change working relationships.

Ultimately, he said, striving towards higher EI needs to become part of the permanent corporate culture.

Once your company is running as an efficient, emotionally intelligent workplace, how do you hire new employees who will enhance rather than detract from your teams?

"Companies really need to think about going beyond training for emotional intelligence," said Cary Cherniss, a professor of Applied Psychology at Rutgers University and co-author of the book, The Emotionally Intelligent Workplace. "They need to use emotional intelligence in recruitment."

The first step in recruiting for emotional intelligence, or EI, is to send the message to prospective candidates about the importance of EI skills.

That signal at the outset gives a job seeker the chance to consider whether the approach is appealing. It also lets the candidate know that if he or she has the skills or wants to develop them further, you may well be interested.

"If not, the candidate should maybe look elsewhere," Cherniss said.

Among the important skills to look for are self-awareness, self-control, tolerance for differing viewpoints, and an ability to listen.

For a supervisory job, important skills include an ability to look at each worker as an individual, find out what their hot button issues are and what motivates them - and then effectively respond to their needs.

During an interview, there are several techniques for assessing an individual's EI.

Gail Jern, human resources representative for Westaff, a large, international administrative and light industrial staffing company, refers to the techniques as "behavioral interviewing."

Among them are:

• Asking a job candidate for a real life example of a work situation that he or she helped resolve. The story can show whether the candidate understands the dynamics of teamwork.
• Asking a candidate to give examples from previous work experiences of things that went well, as well as things that did not succeed. Then, as the candidate describes those situations, encourage him or her to give additional details — such as what the candidate did and what he or she was thinking at the time.
• Listening to whether the person is truly thoughtful and reflective about feelings and how those emotions affected the feelings of co-workers.
• If it is a sales position, asking the candidate how he or she approached prospective clients and the outcome. Inquire whether a candidate has noticed whether he or she is more effective at certain times of the day. The answer can show the person's level of self-awareness.
• Determining if a candidate takes all the credit for past successes or gives members of the team credit for positive outcomes.

The answers to these questions should give you a good sense of the person's overall EI and how well the candidate may fit, detract from, or enhance your current teams.