Better Than Intelligence Quotient?
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
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
References: Collins, D. (2012). In Business ethics. Hoboken, N.J: John Wiley & Sons. Fogarty, Timothy, Michel L. Magnan, and Garen Markarian. (2009). “Inside Agency: The Rise and Fall of Nortel,” Journal of Business Ethics, 84, 2 (2009), 165–187.