Using emotional intelligence to identify high potential: a metacompetency perspective

Purpose This paper aims to demonstrate the utility of using some indication of emotional intelligence (EI) to identify high potential in managers. Presupposed correspondences between the EI Personal Factors Model (Bar‐On) and Briscoe and Hall's metacompetency model of continuous learning are elucidated. Design/methodology/approach The study sample consisted of 51 high potentials and 51 “regular” managers, matched onto one another by managerial...