EQ vs. IQ: Why Do Smart People Fail?



Learn Management Articles on management-info.biz. EQ vs. IQ: Why Do Smart People Fail? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.

Why do smart people fail? Why people who are emotionally intelligent succeed while those with merely a moderate IQ considerably fail? First we need to understand that emotional intelligence (EQ) is not the opposite of IQ; EQ is actually complementary to IQ resembled in academic intelligence and cognitive skills, and studies actually show that our emotional states affect the way our brain functions as well as its processing speed (Cryer qtd. in Kemper). Studies have even shown that Albert Einstein's superior intellectual ability may have been linked to the part of the brain that supports psychological functions, dubbed the amygadla. The natures of EQ and IQ differ however in the ability to learn and develop them. IQ is a genetic potential that is established at birth and happens to be fixed after a certain age (pre-puberty) and can not be developed nor increased after then. EQ on the contrary can be learned, developed and improved at any age, and studies have actually shown that our ability to learn emotional intelligence increases as we get older. Another difference is that IQ is a threshold capability that can only show you the road to your career and gets you working in a certain field but it is EQ that walks through that road and gets you promoted in that field. Therefore, striking a balance between IQ and EQ is an important element of managerial success. For some extent, IQ is a driver of productive performance; however IQ-based competencies are considered 'threshold abilities' i.e. the skills needed for you to do an average job. On the other hand, EQ-based competencies and skills are by far more effective, especially at higher levels of organizations where IQ differences are negligible. When a comparative study matched star performers against average ones in top organizational levels, 85 % was attributed to EQ-based competencies rather than IQ (250). Dr. Goleman says that even though organizations are different, have different needs, it was found that EQ contributed by 80-90% of predicting success in organizations in general (251). EQ vs. IQ: Case Study To better illustrate the value-added of EQ competencies relative to IQ, we refer to the case, which was conducted by Dr. Goleman and two renowned EQ researchers, to analyze how EQ competencies contributed to profits in a large accounting firm (251). First, the participants' IQs and EQs were tested and analyzed thoroughly, then they were organized in work teams and each work team was trained on one form of EQ competency like self-management and social skills; however they left one team with participants with a high IQ to act as a control for the study. Then when they evaluated the economic value-added of EQ competencies and IQ, the results were remarkable. The team with high social skills scored a 110% incremental profit, while the self-control partners scored a massive 390% incremental profit which was valued at $ 1,465,000 more profit per year. Conversely, the partners with high cognitive and analytical skills, reminiscent of IQ, added just 50% incremental profit, which indicate that IQ give support to performance but this support is limited owing to its being a threshold capability; EQ-based competencies apparently supports performance far more.


How To Be Funny! - Earn 60% of $49.95 per sale! One of a kind niche e-book teaching people how to be funny in just 7 days flat!
A Second Home In New Zealand. - Unique guide reveals insider secrets on how to migrate, live, work or invest in New Zealand the smart way.


Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81

More Articles:


1. No Time to Focus on the Big Picture? Try Focus Management By Margaret Conklin
E-mail, voicemail, "got a minute?" interruptions, multiple projects and competing priorities. Whether it is in work or in life, we all understand the importance of "seeing the forest for the trees." But with so many "trees" competing for your attention, it’s tough to find the forest, never mind spend much time there. The challenge today is not so much time management, but focus management. In other words, if you want to focus on the big picture, you need to manage not time, but focus – yours. …

2. Five Overlooked Ways To Hire Winners By Michael Mercer
Here is a true story. My dentist did a “clinical” evaluation of my teeth. That is his fancy way to say he looked in my mouth and starred at my teeth with his own two eyes. He found no cavities in his “clinical” evaluation. I felt happy and relieved!But then he took a quick x-ray. Lo-&-behold, the x-ray immediately spotted a cavity hiding under one of my fillings!!In other words, what you see is not always all you get!!! An objective x-ray found a lot more important information than a hig…

3. How to Make Good Changes Stick! By Donald Bryant
Making quality improvement changes in the healthcare field are difficult. Making the changes stick is even harder! Consider, if you would, some change at your site that made a vast improvement in quality. Time was saved, patient care improved, and the bottom line improved. Now, look back, is that change still in place? Sadly, after some time has passed, many positive changes disappear. Why? We slip back into old habits. They are hard to shake. What personal habits have you tried to ch…

4. 2 Pieces To The Puzzle Of Organizational Change By Michael Beitler
Kurt Lewin, the consummate applied social scientist, is responsible for giving us three of the ten concepts that support effective OC practice: Forcefield Analysis, The Three-Stage Model of Change, and the Action Research Model. I will cover the first two concepts in this articleLewin's first concept, and practice tool, is called Forcefield Analysis. Lewin believed every organizational situation, no matter how dysfunctional, benefits someone. I have found this concept and tool to be very eff…