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. Problem-Solving Success Tip: Use Your Project Management Skills By Jeanne Sawyer
Solving a big problem is a project: you’re far more likely to solve it successfully if you treat it like one. That means you’ll need to identify tasks, make and adjust assignments, and keep track of what is due when.Get on the right track immediately by starting a task list as soon as you start working on the problem. Every time you think of something that needs to be done, put it on your task list along with the owner, due date and completion criteria (how you’re going to know the task is suc…

2. Meetings: Don’t Just Show Up, Stand Out and Shine By Marcia Zidle
Meetings, whether they’re regularly scheduled routines in your company or now-and-then get-togethers, can be a place for you to gain positive visibility and to showcase your capabilities. Here are three strategies that will help you stand out and shine.Do your advance work. In order to make intelligent comments, offer helpful suggestions or ask pertinent questions, you need to know a meeting’s purpose and topic areas in advance. If you have received a vague notice or agenda, inquire about …

3. Should Quality Controllers be Sacked? By Vernon Stent
There are various factors to consider when buying a product, but the two main areas must surely be price and quality.Price is easy - the only three options you have are up, down or same. That's it. Quality is much more involved. Firstly we cannot judge or even quantify the quality of a product if we don't have a yardstick. There are two ways to do this and both have their place. Firstly, find an equivalent product sold by a rival company and compare its attributes with your own product. Better…

4. Rapport - How to Build it with Your Team By Alan Fairweather
I've often heard managers say - "My door is always open, come and talk to me anytime."You have to accept the fact that your team won't always do that. They might not want to bother you or they may feel that they should know the answers to their questions and they'll look stupid if they ask. And how many times have they approached you and you've been on the phone or "too busy?" It's your job to get out and talk to them.I've also heard managers say - "I sit with my team in an open-plan office s…