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. It's a Training Issue! By Mindie Burgoyne
There’s a common phrase used by Organizational Development and Human Resource professionals, when identifying kinks in the growth of an organization or company - “It’s a training issue.” The same phrase can be applied to almost any group of human beings that are working together to achieve a common goal. When progress stagnates and obstacles appear, you can retrace the path of movement and discover that things started to go wrong when someone wasn’t trained properly.Have you ever experienced …

2. The Myth Of Relationship Selling Revealed At Last By Rich Harshaw
The second you quit being the 'best deal' for your customer, he'll drop you like a hot potato. Regardless of how many lunches you've bought him or birthdays you've remembered.Every business we've ever consulted tells us the same thing about their sales force. They say that their industry is different from all the others and the only effective way for their salespeople to sell is to build buddy-buddy relationships with their prospects and customers. We hear it from printers, bankers, jewelers, …

3. Leadership - Connect to Engage!
It's been said many times that true leadership is measured by ones ability to motivate and influence others. Leaders must work hard at motivating people to take action necessary to drive change and to ultimately increase results. Even though most people would agree with the definition of leadership as the ability to motivate and influence others, most people still have trouble translating the definition of leadership into actionable and measurable steps. The biggest obstacle faced by many leader…

4. Innovation Management: The Time Factor By Kal Bishop
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that in…