This multilevel meta-analysis examines whether emotional intelligence (EI) can be enhanced through training and identifies training effects' determinants. We identified 24 studies containing 28 samples aiming at increasing individual-level EI among healthy adults. The results revealed a significant moderate standardized mean change between pre-and post-measurement for the main effect of EI training, and a stable pre-to follow-up effect. Additionally, the type of EI model, dimensions of the four branch model, length, and type of publication turned out to be significant moderators. The results suggest that EI trainings should be considered effective interventions.

A B S T R A C TPast studies associated emotional intelligence with positive workplace outcomes, such as job performance and job satisfaction. However, to date, the relationship between emotional intelligence and individual differences in entrepreneurship has been scarcely examined. In this study, the contribution of emotional intelligence dimensions to entrepreneurial potential is explored, controlling for the influence of personality traits and demographic variables. Using a sample of 394 participants, it has been tested, by means of multiple hierarchical regression analyses, the mediating role of entrepreneurial self-efficacy in the relationship between emotional intelligence dimensions and the intention to become entrepreneur. Results indicate that two dimensions of emotional intelligence, regulation and utilization of emotions, positively positively affect entrepreneurial self-efficacy. In turn, the perception of self-efficacy mediates the relation between emotional intelligence and the intention to become an entrepreneur.Estudios previos relacionan la inteligencia emocional con resultados positivos en el puesto de trabajo, tales como el desempeño y la satisfacción laboral. Sin embargo, la relación entre la inteligencia emocional y las diferencias individuales en emprendimiento han sido escasamente examinadas. En el presente estudio se analiza el efecto de las dimensiones de la inteligencia emocional sobre el potencial emprendedor, tras controlar la influencia de los rasgos de personalidad y variables demográficas. Concretamente, con una muestra de 394 participantes, por medio de análisis de regresión jerárquica, se pone a prueba el rol mediador de la auto-eficacia emprendedora en la relación entre las dimensiones de la inteligencia emocional y la intención de llegar a ser un emprendedor. Los resultados indican que dos dimensiones de la inteligencia emocional, la regulación y la utilización de emociones, afectan positivamente a la auto-eficacia emprendedora. Además, la percepción de auto-eficacia media la relación entre la inteligencia emocional y la intención de ser un emprendedor.

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Purpose -The purpose of this paper is to examine which communication contexts -virtual or traditional interactions -is more disruptive or beneficial to the effects of intragroup conflicts on team performance. Design/methodology/approach -A laboratory experiment was conducted comparing 22 face-to-face (FTF) teams, 22 videoconference (VC) teams and 22 computer-mediated communication (CMC) teams over a month. Findings -Results showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.Research limitations/implications -This study concludes with a discussion of the obtained results in terms of their implications for traditional and virtual team managers, taking into account the limitations provided by the student sample used. Originality/value -The paper sheds light on the beneficial impact of task conflict and process conflict on team performance in traditional contexts in several stages of teamwork, and it provides new evidence for hopeful expectations for virtual teams. IntroductionRecently, many companies have shifted towards virtual teams or geographically distributed groups[1] working in order to enhance performance, saving costs for employees in travels and time to work (van der Kleij et al., 2005). However, virtual teams have less opportunity to engage in informal and social interaction (Ellison, 1999) and more probability to have the situational information lacks between collaborators, affecting how they process information (Durnell, 2002). The lack of these cues limits the communication process, and makes the interaction process more difficult and

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