Leadership is a people- and relationship-oriented endeavor, yet many leader selection processes continue to overemphasize intellectual intelligence (IQ) and underemphasize emotional intelligence (EQ). While IQ and related cognitive skills, such as critical thinking and problem solving, are important to a leader’s success, many experts argue that emotional intelligence is either equally or more important. In 1990, Peter Salovey and John Mayer coined the term, “emotional intelligence,” and Daniel Goleman later introduced it to the masses. Since its inception, social scientists have conducted numerous studies that link emotional intelligence to effective leadership.
In this Discussion, you will consider the effectiveness of a leader with a high IQ and a low EQ. Then you will craft a feedback message to that leader and identify a specific development activity to improve his or her EQ.
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York, NY: Bantam.
Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211.
Read Chapters 2 and 3 in the Northouse text, Chapter 12 in The Sage Handbook, and the article, “Focusing on Employees’ Emotional Intelligence to Build a Successful Company. https://hr.blr.com/HR-news/HR-Administration/HR-Strategy/Focusing-employees-emotional-intelligence/ ” Consider the importance of intellectual intelligence, cognitive skills, and emotional intelligence for effective leadership.
Identify a leader who has a high level of intellectual intelligence and a low level of emotional intelligence. You may select a leader with whom you currently work or previously have worked. Be sure to use a pseudonym to protect the identity of the leader. You may also select a well-known leader.
Consider how the leader’s cognitive abilities contributed to his or her effectiveness and how the leader’s lack of emotional intelligence detracted from his or her effectiveness.
Read the articles, “How to Give Feedback People Can Actually Use” and “Busting Myths About Feedback: What Leaders Should Know.” Identify strategies for giving effective feedback. Think about how you would apply such strategies to give feedback to the leader about his or her emotional intelligence.
Post a response to the following:
Describe a leader who has a high level of intellectual intelligence, but a low level of emotional intelligence. In your description, be sure to include the indicators you observed related to each. If the leader is from your current or previous workplace, use a pseudonym to protect his or her identity.
Provide one example of how the leader’s cognitive abilities contributed to his or her effectiveness and one example of how the leader’s lack of emotional intelligence detracted from his or her effectiveness.
Imagine that you are the leader’s executive coach. In a paragraph or less, provide feedback to the leader about his or her emotional intelligence and propose one activity for development in this area.
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