Welcome to

The European Center for

Team Emotional Intelligence

We aim to inspire collaboration, bridge research and practice, and bring a European perspective to the global Team Emotional Intelligence movement.


CREIO Conference | Friday, May 2, 2025 | New York | More info here

At the Center, we believe in the transformative power of collaborative teams. Our vision is rooted in a world where emotionally intelligent teams drive innovation, deliver impactful results, and contribute to sustainable human development.

We recognize that while Emotional Intelligence (EI) has been extensively studied and celebrated, the unique dynamics of Team Emotional Intelligence (TeamEI) require a dedicated focus. Teams are the heart of organizations, and their ability to work collaboratively, adapt to challenges, and harness collective emotional intelligence is critical for success in today’s interconnected and fast-evolving world.


Our mission is to add a European perspective to the global Team Emotional Intelligence movement. By integrating Europe’s unique cultural diversity and organizational insights into the broader conversation, we aim to enrich the understanding and application of TeamEI worldwide. This mission is driven by the belief that Europe, with its varied cultural, social, and economic landscapes, offers unparalleled opportunities to explore the nuances of team dynamics and emotional intelligence in action.


Our Strategy
We work to share the science, spark research, and connect practice.

  • Sharing the science means curating and disseminating the best global research on Team Emotional Intelligence, making it accessible to scholars, practitioners, and organizations alike.
  • Sparking research involves inspiring and fostering new studies, particularly within Europe, to expand the boundaries of TeamEI knowledge.
  • Connecting practice emphasizes our commitment to bridging the gap between theoretical insights and real-world applications, ensuring that our work drives tangible impact in organizations and communities.


Our Role in the Global Movement
The European Center for Team Emotional Intelligence complements the work of institutions like the Consortium for Research on Emotional Intelligence in Organizations (CREIO), which has laid the foundation for the study of Emotional Intelligence. While CREIO addresses EI as a whole, the Center focuses specifically on the team level, diving into the dynamics that enable groups of individuals to thrive together.


Our Commitment to Europe and Beyond
As a European-based center, we are dedicated to showcasing and developing insights that reflect Europe’s diverse cultural and organizational environments. We aim to amplify Europe’s voice in a conversation that has often been shaped by American perspectives, contributing new dimensions to the understanding of Team Emotional Intelligence.

At the same time, we recognize the value of global collaboration. TeamEI is a universal need, transcending borders and cultures. Through partnerships with researchers and practitioners worldwide, we work to integrate Europe’s insights into the global movement, fostering a deeper, richer understanding of what it means to be a collaborative, emotionally intelligent team.

Explore Research and Evidences

  • Books and Articles

    Ayoko, O. B., Callan, V. J., & Hartel, C. E. (2008). The influence of team emotional intelligence climate on conflict and team members' reactions to conflict. Small Group Research, 39(2), 121-149.


    Barczak, G., Lassk, F., & Mulki, J. (2010). Antecedents of team creativity: An examination of team emotional intelligence, team trust and collaborative culture. Creativity and Innovation Management, 19(4), 332-345.


    Bharwaney, G., Wolff, S. B., & Druskat, V. U. (2019). Emotion and team performance: Team coaching mindsets and practices for team intervention. In D. Clutterbuck, J. Gannon, S. Hayes, I. Iordanou, K. Lowe, & D. MacKie (Eds.) A Practitioner‘s Handbook of Team Coaching (pp. 192-209). London: Routeldge.


    Campany, N., Dubinsky, R., Druskat, V. U., Mangino, M., & Flynn, E. (2007). What makes good teams work better: Research-based strategies that distinguish top-performing cross-functional drug development teams. Organization Development Journal, 25(2), P179-P186.


    Chang, J. W., Sy, T., & Choi, J. N. (2012). Team emotional intelligence and performance: Interactive dynamics between leaders and members. Small Group Research, 43(1), 75-104.


    Clarke, N. (2010). Developing emotional intelligence abilities through team-based learning. Human Resource Development Quarterly, 21(2), 119-138.


    Clarke, N. (2010). Emotional intelligence and learning in teams. Journal of Workplace Learning, 22(3), 125-145.


    Druskat, V. U., & Wolff, S. B. (1999). Effects and timing of developmental peer appraisals in self-managing work groups. Journal of Applied Psychology, 84(1), 58-74.


    Druskat, V. U., & Kayes, D. (2000). Learning versus performance in short-term project teams. Small Group Research, 31(3), 328-353.


    Druskat, V. U., & Wolff, S. B. (2001). Building the Emotional Intelligence of Groups. [Article]. Harvard Business Review, 79(3), 80-90.


    Druskat, V. U., & Wolff, S. B. (2001). Group emotional competence and its influence on group effectiveness. In Cary Cherniss and Daniel Goleman (Eds.), The emotionally intelligent workplace (pp. 132-155). San Francisco: Jossey-Bass.


    Druskat, V. U., & Pescosolido, A. T. (2002). The content of effective teamwork mental models in self-managing teams: Ownership, learning and heedful interrelating. Human Relations, 55(3), 283-314.


    Druskat, V. U., & Wheeler, J. V. (2003). Managing from the boundary: The effective leadership of self-managing work teams. Academy of Management Journal, 46(4), 435-457.


    Druskat, V. U., & Wheeler, J. V. (2004). How to lead a self-managing team. Sloan Management Review, 45(4), 65-71.


    Druskat, V. U., & Wheeler, J. V. (2004). How to lead a self-managing team. IEEE Engineering Management Review, 32(4), 21-28.


    Druskat, V. U., & Dahal, D. (2005). Leadership and self-managing teams: Leading a team that manages itself. In. L. Neider and C. Schriesheim (Eds.) Research in management: Teams and team processes (volume 4, pp. 197-233). Greenwich, CT: Information Age Publishing.


    Druskat, V. U., Sala, F., Mount, G. (2006). Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Mahwah, NJ: Lawrence Erlbaum.


    Druskat, V. U. (2006). Scholarship that works. Academy of Management Journal, 48(6), 952-955


    Druskat, V. U., & Druskat, P. D. (2006). Applying emotional intelligence in project management. In S. Pryke and H. Smyth (Eds.) The management of complex projects: A relationship approach (pp.78-96). Oxford, UK: Blackwell.


    Druskat, V. U., & Pescosolido, A. T. (2006). The impact of emergent leader emotionally competent behavior on team trust, communication, engagement, and effectiveness. In W. J. Zerbe, N. Ashkanasy, and C. Hartel (Eds.) Research on Emotions in Organizations, Volume 2: Individual and organizational perspectives on emotion management and display (pp. 25-55). Oxford, UK: Elsevier JAI.


    Druskat, V. U., & Wolff, S. B. (2007). The effect of confronting members who break norms on team effectiveness. In L. Thompson, and K. Behfar (Eds.) Conflict in organizational teams (pp. 229-259). Evanston, IL: Northwestern University Press.


    Druskat, V. U., & Wolff, S. B. (2008). Group-level emotional intelligence. In N.M. Ashkanasy & C.L. Cooper (Eds.), Research companion to emotion in organizations (pp. 441-454). London: Edward Elgar.


    Druskat, V. U. (2017). Using Emotional Intelligence to Build High Performing Teams: Self-awareness, self-control, social awareness and relationship management. In D. Goleman (Eds.) Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers. Florence, MA: Key Step Media.


    Green, A. L., Hill, A. Y., Friday, E., & Friday, S. S. (2005). The use of multiple intelligences to enhance team productivity. Management Decision, 43(3), 349-359.


    Hur, Y., van den Berg, P. T., & Wilderom, C. P. (2011). Transformational leadership as a mediator between emotional intelligence and team outcomes. The Leadership Quarterly, 22(4), 591-603.


    Jordan, P. J., Ashkanasy, N. M., Hartel, C. E., & Hooper, G. S. (2002). Workgroup emotional intelligence: Scale development and relationship to team process effectiveness and goal focus. Human Resource Management Review, 12(2), 195-214.


    Jordan, P. J., & Troth, A. C. (2004). Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution. Human Performance, 17(2), 195-218.


    Jordan, P. J., & Lawrence, S. A. (2009). Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S). Journal of Management & Organization, 15(4), 452-469.


    Koman, E. S., & Wolff, S. B. (2008). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance. Journal of Management Development, 27(1), 55-75.


    Kruml, S. M., & Yockey, M. D. (2011). Developing the emotionally intelligent leader: Instructional issues. Journal of Leadership & Organizational Studies, 18(2), 207-215.


    Offermann, L. R., Bailey, J. R., Vasilopoulos, N. L., Seal, C., & Sass, M. (2004). The Relative Contribution of Emotional Competence and Cognitive Ability to Individual and Team Performance. Human Performance, 17(2), 219-243.


    Wang, Y.-S., & Huang, T.-C. (2009). The relationship of transformational leadership with group cohesiveness and emotional intelligence. Social Behavior and Personality, 37(3), 379-392.


    Wolff, S. B., Pescosolido, A. T., & Druskat, V. U. (2002). Emotional intelligence as the basis of leadership emergence in self-managing teams. The Leadership Quarterly, 13(5), 505-522.


    Wolff, S. B., Druskat, V. U., Koman, E. S. & Messer, T. E., (2006). The link between group emotional competence and group effectiveness. In V. U. Druskat, F. Sala, and G. Mount (Eds.) Linking emotional intelligence and performance at work: Current research evidence with individuals and groups (pp. 223-242). Mahwah, NJ: LEA


    Yu, A. , Berg, J. M. , Zlatev, J. J. ,(2021). Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust, Organizational Behavior and Human Decision Processes, Volume 164, Pages 116-135.


    Zampetakis, L. A., & Moustakis, V. (2011). Managers' trait emotional intelligence and group outcomes: The case of group job satisfaction. Small Group Research, 42(1), 77-102.

  • Working Papers & Other Resources

    Working Papers


    Ghini, M., Baroni, G., (2024). Semantic Analysis of High-Performance vs. Low-Performance Teams/ A Comparative Study. 


    Ghini, M., Baroni, G., (2024). Analysis of Determinants in High-Performance Teams: An Empirical Approach.


    Druskat, V., Wolff, S.B., Messer, T.E., Stubbs Koman, E. i Batista-Foguet, J. (2017). Team Emotional Intelligence: linking team social and emotional environment to team effectiveness. DIEM, 3 (1), 433-454.  https://hrcak.srce.hr/187399



    Interviews


    Vanessa Druskat interviewed by Rob Emmerling for the CREIO Podcast series, 2023.

    https://www.eiconsortium.org/vanessa_druskat_team_interview.mp3


    Vanessa Druskat, interviewed by Sean Delaney on the Essential ingredients of high performing teams, 2023

    https://www.youtube.com/watch?v=fIwqy6pB5FQ

  • Assessments

    Team Emotional Intelligence (TEI) Survey by GEI Partners

    http://www.eiconsortium.org/measures/tei.htm



Join Us


Whether you are a researcher, a practitioner, or an organization, we invite you to join us in shaping the future of Team Emotional Intelligence. Together, we can build a world where collaboration, innovation, and human sustainability are at the forefront of every team’s mission.


For Scholars: collaborate on research, access exclusive resources, and connect with leading experts in the field.

For Practitioners: share your expertise, support the data collection, and contribute to the global movement.

For Organizations: partner with us to create impact in Team Emotional Intelligence with cases, events or sponsorships.

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