Recruiting the best: using Emotional Intelligence as a selection criteria. Pradeepa Wijetunge PhD Librarian University of Peradeniya Peradeniya Sri Lanka E-mail:firstname.lastname@example.org
Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid-but not extraordinary-intellectual abilities and technical skills who was promoted into a similar position and then soared (Goleman 1998, p.93). Many libraries have encountered this experience. Highly intelligent, highly skilled individuals were recruited but some of them were significantly less than successful as leaders. This paper will discuss a novel approach to be taken in recruiting the new staff to libraries at executive level who will not only be skillful and intelligent but also will be successful leaders.
Introduction Right leadership is believed to have a strong influence on the perceptions and attitudes of the employees towards the organization which is defined as organizational Culture (Momeni 2009)). There is also a strong association between the leader’s ability to arouse the motivation of the employees by appealing to human needs for achievement, affiliation and power. Business organizations try to achieve a favourable organizational culture because it has been proved that it decreases cost of turnover and employees’ resistance to change and improves quality and turnover (Ayers 2005). For instance, research has proved that between 1990 and 2000 the 100 best US public companies rated as best places to work realized 70% higher returns than the other companies (Goleman et.al 2001). They argue that such returns are influenced one third by a positive organizational Culture and Chen et.al (1998) also argue that 90% of the business success is attributed to the organizational culture of the company. While organizational culture is considered as a significant factor in the company returns, feelings of employees about the management is seen as the main facet that creates an improved feeling about the organizational culture (Lyman 2003). On these ground the organizational leaders are expected to make a serious commitment to develop a positive attitudes towards the management by the employees in order to develop a positive organizational culture. In this endeavour, the leaders’ mood and behaviours are the most influential in affecting the employees. Effective managers with appropriate moods and behaviours who can create positive organizational cultures conducive for high returns are a vital asset for any business organisation. This appropriate moods and behaviours were defined as emotional intelligence (Salovey and Mayer 1990). They concluded that smart decision-making requires more than the intellect as measured by traditional IQ. This leads us to another major drive for increasing recognition of emotional intelligence - the failure of IQ alone to account sufficiently for differences in success levels in individuals in both education and organizational contexts. When IQ test scores were correlated with how well people performed in their 1
careers, analyses proved that the difference that IQ accounts for no higher than 10% and as low as 4%. For example in a 40 year longitudinal study of 450 boys in Massachusettes, IQ had little relation to their work or rest of their lives. The biggest difference was made by their emotional abilities (Sternberg 1996). Cherniss (2000) also mentions a study of 80 science PhDs which proved that their social and emotional capabilities were four time more important than IQ in determining their professional success and prestige. However it is does not mean that the cognitive ability of individuals is irrelevant for success but that cognitive and non-cognitive abilities are very much related. Contemporary libraries are not different from business organizations as far the organisational culture is...
References: Ayers, D.F. (2005). Organisational climate in its semiotic aspect: a postmodern community college undergoes renewal. Community College Review. 33. 1-21.
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