IQ and Emotional Intelligence

Emotional Quotient in assessing individual abilities 2

Traditionally, the Intelligence Quotient (IQ) was regarded as the primary criterion for assessing the intelligence and capabilities of individuals tested. By using specific questions that target different mental abilities, the IQ test score can provide a relative comparison of the academic knowledge and abilities of various individuals (Duveyoung, 1998, p. 1).

However, several factors have emerged to challenge the usefulness and applicability of the IQ in school and work settings. First, it is noticeable that many people who have high IQ have been unable to lead a successful professional or personal life while others with mediocre IQ scores have succeeded (Higgs, 2000, p. 2). Second, the introduction of the concept of the emotional intelligence quotient (EQ) has highlighted the fact that personal and social skills may be more important in determining the overall success of individuals than cognitive abilities. Third, the transformation of the workplace from an authoritarian hierarchy to a network of professionals has also redefined work relationships and the way work is done. Professionals commonly work as a team so that they can utilize th

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political environment. Beyond a simple display of friendliness, an effective leader forms useful alliances with other employees in order to accomplish various objectives (Goleman, 1998, pp. 99-100). In times of need, the leader can easily acquire the support of the employees ("Street Smarts or Sheepkins," 1999, p. 2). Emotional intelligence plays a critical role in the lives of human beings of all age groups. According to Goleman (1995), the National Center for Clinical Infant Programs reports that emotional intelligence is a chief determinant of a student's academic success. Students with high emotional intelligence are motivated intrinsically to learn. This quality, more than IQ and GPA scores, predicts the ultimate success of these students (p. 193). Social scientists have begun to establish the relationship of EQ to the success of companies such as leadership, individual and group performance, social relationships, the management of change and the use of performance evaluations (Young, 1996, p. 3). In his book, Goleman (1995) asserts that people with emotional intelligence will become increasingly recognized for their ability to forge connections between people at the workplace (p. 160). 2. Research Studies In his
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