To date, emotional intelligence (EI) training interventions have been under-researched. This study responds to this paucity of scholarship by investigating the occurrence of private disclosures during managerial EI training. Whilst an unorthodox practice, this article argues that trainers introduce opportunities to reveal private information to develop participants' EI.The aims of this study are to explore the role of such disclosures and how emotion influences managers' decisions to reveal or conceal private information. Data is drawn from participant observations and interviews with managers and trainers attending three externally provided, 'popular' EI training courses. Applying Petronio's communication privacy management theory and Stiles' fever model of distress disclosure to analyse the data, a typology is presented that suggests managers reveal private information for 'self-awareness' and 'catharsis' and conceal private information for 'self-protection' and 'disengagement'. By applying Petronio's theory to a new work context of training and extending Stiles' model to a range of emotions, the article provides novel insights into managerial control over disclosures, privacy boundary turbulence and how emotions serve as a resource and condition to disclosure practices. These findings have relevance for trainers and their strategies to develop EI.
Introduction"There is a danger to such [Emotional Intelligence] training, of course, and that is exposing people to emotions that they do not wish to feel. There is also a considerable 2 ethical issue facing trainers: to allow participants to easily opt out, to protect personal disclosures as confidential information and to provide emotional support after the end of the session" (Caruso, Bienn and Kornacki, 2006: 203).This article explores managers' disclosures of private information during 'popular' emotional intelligence (EI) training courses, which are externally provided by independent management consultancies and are open enrolment. Private information refers to anything disclosed or given access to that results in vulnerability, as perceived by the owner (Child et al, 2011).Self-information may refer to feelings, thoughts and experiences, reflecting issues that matter deeply to the discloser. To date, there is a small but growing body of literature on the topic of work-based disclosures (Allen et al, 2007;Gordon, 2011;Peters and Brown, 2009;Stanton and Stam, 2003). This article represents a contribution to this area of research by exploring a new work context of management training. Whilst disclosure of private information during EI training may reap personal and professional rewards for managers, the argument presented here is that there may also be private and public losses. These losses refer to the (in)voluntary nature of such activities, privacy management to third parties (employer) and whether or not trainers are qualified to manage such confidences. These are important issues for the training and Human Resource Development community in relation...