<span>There is a vast literature on the emotional intelligence (EI) of individuals, but comparatively little on team EI. We report findings of a qualitative inquiry involving 36 members of twelve IT teams – half of them effective and half less so – to explore the relationship between team EI and team performance. Trust, conflict resolution skills and team communication are seen to differentiate effective and less effective teams, as is the ability to adapt shared vision to changes in project specification. The research supports the that teams possess emotional intelligence and that it </span><span>powerfully influences how they function and to what effect. . Our findings suggest that characteristics of trust, communication and a willingness to address conflict contribute to one’s ability to develop individual EI. Our findings also suggest a high team EI is required in order for the team to adapt its shared vision during difficult times. Implications for increasing organized work effectiveness and the research community are discussed. The review concludes by briefly considering implications and questions regarding team development and team sustainability.Doctorate of Management Programs</span>
