A Model for Differences in the Workplace

S cholars and practitioners alike have studied and applied the principles of emotional intelligence (EI) and diversity in leadership and organizational performance extensively in the past decade. Th e emotional intelligence and diversity model presented in this Practitio-ners' Corner merges the two organizational disciplines to leverage a synergy that practitioners can create when they apply the principles of EI and diversity together. Th e model applies to individual contributors, leaders, teams, and whole organizations. EI has emerged as a critical factor in workplace success for individuals and leaders and for teams. Diversity enriches an organization's ability to respond to its customers or other stakeholders with more creative and innovative products and solutions. However, to engage fully the diverse backgrounds, intellects, and cultural perspectives within an organization, individual employees and leaders must apply EI to building, maintaining, and leveraging relationships. Th e model presented here not only charts a pathway to using EI to leverage diversity, but also provides concrete steps for practitioners and their clients in bringing the model to life in the workplace. Scholars and practitioners alike have studied and applied the principles of emotional intelligence (EI) and diversity in leadership and organizational performance extensively in the past decade. Goleman (1995) popularized the concepts of emotional intelligence (EI) and the emotional quotient. His essential assertion that EI surpasses IQ as a