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Impact of Collective Intelligence and Collective Emotional Intelligence on the Psychological Safety of the Organizations

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  • Shardul Shankar
  • Vijayshri Tewari

Abstract

This article critically analyses concepts and models in support of collective intelligence (CI) and collective emotional intelligence (CEI) and their potential impacts on the organizations’ teams. CI and CEI have claimed to have an effect on the substantial range of activities, including employee initiation, participation, performance, loyalty and decision-making. Review of literature confirms that people with high degrees of cognitive and emotional intelligence display a multitude of abilities. Dynamic personal relationships, successful teams, analytical expertise and higher mental health are present in people with high intelligence quotient (IQ) and emotional quotient (EQ). Thus, this research tries to examine the combination of factors that affect the psychological safety by trying to create hypotheses between its antecedents and team psychological safety and then tries to create the analytical relationship among them.

Suggested Citation

  • Shardul Shankar & Vijayshri Tewari, 2023. "Impact of Collective Intelligence and Collective Emotional Intelligence on the Psychological Safety of the Organizations," Vision, , vol. 27(4), pages 458-473, August.
    • Handle: RePEc:sae:vision:v:27:y:2023:i:4:p:458-473
    DOI: 10.1177/09722629211012256
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    References listed on IDEAS

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    1. Lee, Changyu & Wong, Chi-Sum, 2019. "The effect of team emotional intelligence on team process and effectiveness," Journal of Management & Organization, Cambridge University Press, vol. 25(6), pages 844-859, November.
    2. Jaehun Joo & Ismatilla Normatov, 2013. "Determinants of collective intelligence quality: comparison between Wiki and Q&A services in English and Korean users," Service Business, Springer;Pan-Pacific Business Association, vol. 7(4), pages 687-711, December.
    3. Søren Christensen & Ann Westenholz, 1999. "Boards of Directors as Strategists in an Enacted World – The Danish Case," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 3(3), pages 261-286, September.
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