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. Why Leadership Matters in Professional Practices By Graham Yemm
“A leader has two important characteristics; first he is going somewhere; second he is able to persuade others to go with him.”RobespierreHow many of the people who run professional firms have achieved their positions as a result of planned career development? Or through assessment centres, or their ability as leaders and managers? I wonder whether a large number are still there because of some family connection, who they know and bring to the firm as clients, length of service or revenues g…

2. Whatever it Takes! By Harald Anderson
I have a sign on my office door. It pretty much summarizes my philosophy of life.The sign simply says…..”Whatever it takes.”Short. Simple. To the Point.“Whatever it takes,” means exactly that. That I will do “whatever it takes” to get what I really want. It is the best description that I have ever been able to come up with to summarize the entrepreneurial experience.Decision. Commitment. Result. Something I pretty much had ingrained into my subconscious, playing sports as a kid.Make the…

3. Basic Management Skills - Relationships By Christopher J Thomas
Recent studies have shown that industrial supervisors are working at less than 60 % of their potential. Basic management skills training is guaranteed to change all this and at such little cost.Building and maintaining relationships The building, protecting and repairing of relationships is at the center of all our lives. Family life is the best possible example of relationships at work. You spend almost as much time in work as you do with your family so it is not surprising that relationship…

4. Managing Organizational Change – Some Basic Principles By R.G. Srinivasan
Managing transition is never easy. The loss of familiarity with the new processes, necessity and ability to learn new things and new ways of working is often very painful. The people and organizations accustomed to a certain way of work will take time to change.While change is essential for progress, what are the elements to focus in preparing for the change management initiative?VisionHelen Keller said “nothing is more tragic than someone who has sight, but no vision”. Vision inspires all …