EMOTIONAL INTELLIGENCE AND BUSINESS LEADERS Why is it that not all intelligent people succeed?

Moreover, what accounts for the instances wherein people of average intelligence succeed when their more intelligent counterparts fall short? The answer comes in the form of emotional intelligence. In the last two decades there has been a compelling shift in the understanding of what makes for success. Organizational researchers have come to recognize an overwhelming need for, and the importance of understanding the human facet of the organization; most especially in global operations. Moreover, before a leader can understand and effectively lead others, the leader must first understand and be comfortable with him or herself. Depending on the source reviewed, emotional intelligence is also denoted as EQ or EI. In this paper, we refer to emotional intelligence primarily as EQ. EQ-i is used when the emotional intelligence tool is referred to. Regardless though of how it is referred to, emotional intelligence (EQ) is concerned with understanding oneself and others, relating to people, and adapting to and coping with the immediate surroundings to be more successful in dealing with environmental demands. EQ is a dynamic tool which continues changing with time, perspective, individual or environment. In the 1920s, Thorndike introduced the concept of social intelligence. This was explored less rigorously than IQ or Personality Type until the 1980s when Gardner wrote about the possibility of multiple intelligences and the propensity for personal intelligence. Around the same time, Bar-On contributed with the emotional quotient or EQ by developing the theoretical framework for an Emotional Quotient Inventory (EQ-i) which, for the first time, allowed for the quantitative measurement of EQ scales. In 1990, Salovey and Mayer coined the phrase emotional intelligence which was the first conceptualized of the idea itself. Then, the concept of Emotional Intelligence (EQ) was popularized largely by Goleman (1995) in his publication of the same name. EQ AND PERFORMANCE Mayer, Salovey, Caruso & Stiarenios (2001) say that research demonstrates that EQ is a central predictor of significant outcomes . The work of Web (2009) looks at a range of literature on emotional intelligence. He concludes that his broad literature survey acknowledges that EQ has more predictive integrity than IQ when it comes to performance. Some very interesting numbers come from Bradberry and Grieves (2009) research using their version of an EQ indicator, known as the Emotional Intelligence Appraisal Test that has tested over 500,000 people over the last decade. Their finding calculates that EQ accounts for 58% of performance in all types of jobs. They also account that people with the highest IQs outperform those with average ones just 20% of the time. Conversely, those with average IQ tend to outperform their higher IQ counterparts 70% of the time. Additionally, 90% of high performers are also high in

EQ while 20% of low performers are high in EQ One of the highlights comes from a large study done with the U.S. Air Force that was cited in a report to a U.S. Congressional Sub-committee. This study pegged recruiters scores to actual job performance. It was found that those with high EQ scores were 2.7 times more likely to succeed and 95% percent met or exceeded their quotas . As a result of further use of the EQ-i, retention rates increased by 92% worldwide; at a cost savings to the Air Force of an estimated $2.7 million. Emotional intelligence is not only linked to individual performance. Druskat and Wolff (2001) present research that implies that EQ has a team application as well. They found that individual EQ has a group analog that, when developed, leads to an increase in performance . Their study shows that emotionally intelligent teams are among the most effective of teams. Furthermore, any team can grow in emotional intelligence because EQ skills can be learned. TRADITIONAL DIMENSIONS OF LEADERSHIP The three dimensions (IQ, Personality type, and EQ) form the cornerstones of superior leadership. It is apparent that leadership cannot rely on only one dimension. Like a threelegged stool a suitable balance must be struck. This balance leads to stability and increased performance. Cognitive Intelligence Cognitive Intelligence is measured as the intelligence quotient or IQ. IQ is well known and has been used for a used for over a century. It is the basic toolkit that most leaders seem tobe expected to possess. Personality Type DIMENSIONS OF EMOTIONAL INTELLIGENCE The EQ-i tool provides the global business leader with the means to understand herself/himself better. Using this understanding of self, the global leader can employ it to betterguide diverse global operations, workforces and cultural entities for the achievement of common strategic and business operation goals. The EQ-i tool measures fifteen elements of emotional well being. These are grouped into five major composites as noted below (Bar-On, 1997, Bar-On, Maree, and Elias, 2007; Stein & Book, 2006). 1. Intrapersonal Composite a. Self-Regard b. Emotional Self-Awareness c. Assertiveness d. Independence e. Self-Actualization 2. Interpersonal Composite a. Empathy

b. Social Responsibility c. Interpersonal Relationship 3. Stress Management Composite a. Stress Tolerance b. Impulse Control 4. Adaptability Composite a. Reality Testing b. Flexibility c. Problem Solving 5. General Mood Composite a. Optimism b. Happiness Thus, global business leaders should learn as much about themselves as possible. They should constantly assess and reassess their basic capabilities, their personalities and their knowledge bases. Moreover, they must ensure that they have a cohesive understanding of the business itself and the market that it services. Effective global leaders have a developed emotional intelligence (EQ). Their EQ awareness will allow them the ability to maintain the balances needed for better global leadership in the business world of today and tomorrow.