Better Than Intelligence Quotient?
For many years schools and businesses have held someone’s Intelligence Quotient (IQ) in very high regard. In many cases this one quotient score has been a deciding factor in hiring, promoting, and recruiting in the corporate world. It has been thought that if someone possessed an above average IQ, then surely their operational output would be above standard. In the last decade it has been proposed that IQ is a definite operational must have, but that this quotient alone cannot predict how someone will work with and lead others toward success. For leadership and strategic management it is possibly more important to possess “ability to perceive, control and evaluate emotions,” (Cherry, 2013, p. 1). This ability is the purpose behind Emotional Intelligence (EI). This essay will describe Emotional Intelligence as a necessary part of strategic management and will include how to incorporate this concept to develop a business through implementation, leadership, understanding, and focusing on the factors of Emotional Intelligence. First, one must have an understanding of the purpose of EI. Over the past century there have been several tests to obtain one’s IQ. The reason to test for someone’s IQ is to predict one’s mental ability and how it compares to the rest of the world. The outcome of this test should be able to dictate whether or not someone will be successful in the world. This isn’t always the case. There are many that have average levels of IQ that become very successful in many different fields as well as those that never live up to their potential in regards to their above average IQ (Epstein, 1998, p. 17). This is due to the fact that possessing higher than average intellect doesn’t make believers out of those who seek a leader. Many of those that possess this above average IQ have the inability to work with and understand people. It is more likely that those with an above average IQ will have an increased ability to work with and understand objects. It has become more and more important to possess the ability to work with and understand people, which is why mental ability hasn’t been the best indicator of success. This is also one reason that understanding the implications of emotional intelligence is so important. The largest weak spot included in an IQ driven world is the absence of emotional influence. According to Plato, “All learning has an emotional base,” (Cherry, 2013, p.1). Since all learning is derived from emotion, there should definitely be a larger emphasis on the understanding of emotion. Through an advanced level of EI, one is able to perceive others’ emotions as well as master their own (Sy & Cote, 2003, p. 448). The business world has been ever changing over time and so should the focus and measurement of Intelligence. For this purpose many different tests have been created and adapted to observe one’s emotional intelligence ability. Four tests that are used to measure emotional intelligence are Reuven Bar-On’s EQ-I, Multifactor Emotional Intelligence Scale (MEIS), Seligman Attributional Style Questionnaire (SASQ), and the Emotional Competence Inventory (ECI). The formats of these tests are all a little bit difference but the anticipated output is mostly alike. Some of the tests use questionnaires and surveys, while one of the tests uses tasks to obtain the level of emotional intelligence that one person has. All four hope to obtain a score that reflects one’s aptitude toward EI. There are four main branches emphasis pertaining to emotional intelligence. These branches are managing emotion, understanding emotion, using emotion, and perceiving emotion. The first branch is managing emotion, which is the “ability to regulate or change emotions in oneself and in others,” (Sy & Cote, 2003, p. 449). This might be described by an individual that may find an emotion inappropriate to the situation and change that...
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