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. Be Proactive - Covey Habit #1 -part a
The first Covey Habit is to 'be proactive'.Now when I first heard this I thought this basically meant 'do stuff'. Proactive people to me were people who simply did things rather than sit and watch, they took the initiative. So to me this was going to be an easy one, and being the first I thought it should be.WRONG!Proactivity here is about choice. It's about taking the initiative to stop - think - choose. The biggest hurdle for most of us is realising we have choice. Covey separates what happen…

2. Creativity and Innovation Management in Conservative, Staid Organisations By Kal Bishop
Conservative and staid organisations generally have a harder time implementing creativity and innovation into their day-to-day work processes and people. Leaders may want to capture the benefits of creativity and innovation, yet there may be relevant and almost contradictory issues that they have to deal with, including:a) It may be that a conservative culture is desirable (may result in a greater fit with the client base, for example).b) Culture change is time consuming and needs constant mon…

3. How to Win Big Improvements And Larger Market Share A Little At A Time
Despite the great changes we have seen in markets all over the world, ushered in by the information age and other factors, company executives are still demanding big improvements and ever-larger market share for their products and services without first appreciating how this happens in the real world today. The truth of the matter is that the World Wide Web has shrunk the world marketplace into one little tiny flea market in the village corner. Competition is fiercely keen and market domination …

4. Manage Stakeholders and Beware of the Wicked Witch! By Ron Rosenhead
Forget stakeholders and they can fatally kill your project! Much has been written about why projects fail to deliver; no business case, poorly defined objectives, poor project scope alongside over-optimistic deadlines and no planned project budget! However, one area little talked about is the stakeholder – those with an interest and those who will be impacted by the project.Research points to projects being derailed by poor management of stakeholders. From questionnaire results we have identif…