What role does emotional intelligence (EI) play for superior performers in the international business of a capital-intensive, asset-based industry

In an increasingly competitive global environment, organizations are showing a renewed interest in how individuals create and sustain organizational capabilities for competitive advantage. This study demonstrates that emotional intelligence competencies are critical to the successful planning and execution of international business in a capital-intensive, asset-based industry.; The study's population comprised employees whose responsibilities ranged from idea conceptualization to revenue realization, in a capital-intensive, asset-based, international petroleum company. Data were collected from a sample of superior and typical performers in the roles of Strategist, International Business Developer, International Negotiator, International Business Service Manager, and Worldwide Project Manager in a vertically integrated organization. Data collection methods included behavioral event interviews (BEIs), focus groups, and a standardized competency questionnaire. A secondary analysis was conducted of randomly selected interviews to determine the relationship between individual performance and the intrinsic motivation phenomenon of "flow" (optimal experience), often associated with superior performance.; An analysis of the data found ten competencies and six unique skills/expertise characteristics related to successful international business activities. Three of the competencies were classified as cognitive (IQ), seven as emotional (EQ), and six unique characteristics as skill/expertise (S/E) competencies. These competencies identified behaviors that, if replicated across the organization, would create an international capability. The study also indicated that flow characteristics were not limited to superior performers but were likely to be experienced by typical performers as well.; The strength of the study derives from (a) its foundation across a series of responsibilities that create a valued capability, (b) an empirical data collection process, which minimized personal bias in the identification of differentiating competencies, and (c) a standardized database to identify, measure, and assess the competencies. Its contribution to the discipline is to clarify the role of emotional intelligence in critical functions by substantiating the interpersonal contributions of EQ competencies in creating specific organizational capabilities. These competencies describe behaviors that provide the sense of direction, self-confidence, and means to leverage other capabilities to influence outcomes in a way that is personally satisfying and organizationally valued. The hidden value of EQ is that it provides a foundation for performance, which itself evolves from achievement and socialized power motives.