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There have been changes in IQ scores as years advance. The high scores recorded in the rise of IQ are because of the changing trend in evaluation taking a turn from strictly intellectual testing to testing of competence in the light of psychological statuses gauging empathy, initiative and the self-discipline of people (Riley, 2013).
It is agreeable that IQ has limits because there are limitations to IQ as it relies mainly in intellectual intelligence without. It is more factual without express assurance of competence because it lacks any emotional connections. IQ limitations emerge from the incapability of encompassing other human qualities, which promote the success of an individual (Lopez-Zafra, Garcia-Retamero & Berrios, 2012).
The great divide in competence is the utilization of emotions and cognition through the capability of using the mind and the heart in a concurrent manner. Through competence divide, there is a combination of expertise, thoughts and feelings. This differs with pure cognition in performance with no combination of feelings in performance (Queendom, 2013).
Emotional intelligence helps in developing a manner for handling situations in an emotionally conscious way. That requires a capacity of intellectual competence through support of cognitive abilities.
The great divide remains between the emotional and purely cognitive capabilities of the brain. The divide exists in professions where there is need for contact with people requiring connection to their feelings for a better delivery of services (The Hay Group, 2013).
Emotional intelligence is important in the field of human resources for organizational growth and competence (Cherniss, Grimm & Liautaud, 2010). Emotional intelligence makes a difference in human resources partitioning because it opens up the possibility for understanding of people and making good use of their input in the organization for the achievement of a competitive edge (Hein, 2013).
This happens in the human resources management because it is all about handling people and requires ample understanding of the thoughts and feelings of others, then integrating it into the needs of the organization for success (Skinner & Spurgeon, 2005).
Peter Principle is the over reliance on individuals with too much expertise and skills in top positions within organizations without consideration of their people management skills (Smithson, 2010). While working in an editing firm, one the chief editor resigned to take up a better paying job in a different organization and the editor next in line got the opportunity of taking up the position of chief editor.
He was a dedicated person, after getting the position of chief editor; he started bullying people and got at loggerheads with reporters on issues of interpersonal relationships. Attention to people is a valuable resource since it gives a chance for attending, and treating them in a manner that recognizes their needs, and feelings (Dickinson & Villeval, 2012).
Emotional tone deafness is a social awkwardness initiator in that it does not take the feelings of people into consideration. Empathy, therefore, holds a social responsibility through promotion of consciousness to peoples emotions (Skinner & Spurgeon, 2005).
The contagiousness of emotions runs through the fact that emotional consciousness helps in the practice of democracy, expressiveness and trust. This allows for open atmospheres providing chances for development of personal bonds within an organization.
In sports, there is need for unity for the performance of a teams effectiveness (High performance systems. Inc, 2013). When a couch is flexible and trusting of the efforts of his team members, he creates a social atmosphere where each member feels valuable to the team following the example of their leader and that pays off to the leadership of the team leader.
Through empathy, an initiator connects to the emotions of others and works at the realization of their innermost needs (Hosea, 2012). It provides room for development of trust and long-term relationships respecting the emotions of others with concern to their thoughts and feelings (Ingram & Cangemi, 2012).
It allows conscious aware of feelings and the social appropriateness in the expression of physical influence of others. It promotes balance in all aspects of life such as health, work and family in the achievement of personal goals and values and this self-awareness helps in leadership (Team Technology, 2013).
A social extrovert may be with a hindrance of some of the effectiveness of communication qualities required of a good leader (Zimmerman, 2013). Extroverts are naturally outgoing, but they lack communication skills to drive a leader into quality interaction with subordinates in an emotionally connected manner (Bonvicini, 2007).
A change catalyst must possess special qualities, such as expertise, self-confidence, motivation, commitment, initiative, optimism, and influence for effective transformation (The Hindu, 2013). A change catalyst uses personal competencies to manage resistance and perseveres while presenting cases and handling of consultants as they influence change (Fleischer, 2012).
Fear of litigation makes people incapable of speaking the truth afraid to go against company policies. Speaking out is damaging that most people stay silent on issues about incorrect factors.
Whistle blowers face persecution because the implications of their action go against company regulations of protection of organizational secrets. Companies focused on breach of their policies made by whistle blowers (Lavan, & Katz, 2005).
References
Bonvicini, K. A. (2007). Physician empathy: Impact of communication training on physician behavior and patient perceptions. (PhD Thesis., University of Phoenix.). Web.
Cherniss, C., Grimm, L.G., & Liautaud, J.P. (2010). Process-designed training: A new approach for helping leaders develop emotional and social competence. Journal of Management Development, 29(5), 413-431.
Dickinson, D. L., & Villeval, M. C. (2012). Job allocation rules and sorting efficiency: Experimental outcomes in a peter principle environment. Southern Economic Journal, 78(3), 842-859. Web.
Fleischer, S. (2012). The perceived relevance of professional leadership competencies among mid-level managers in student affairs at four-year institutions of higher education. (Dissertation, California State University, Long Beach). Web.
Hein, S. (2013). Critical Review of Daniel Goleman. Web.
High performance systems Inc. (2013). Leadership Solutions for the 21st Century. Web.
Hosea, M. (2012). Empathy and the magic of influence. Marketing Week, 50-52. Web.
Ingram, J., & Cangemi, J. (2012). Emotions, Emotional Intelligence and Leadership: A Brief, Pragmatic Perspective. Education, 132(4), 771-778.
Lavan, H., & Katz, M. (2005). Disciplining Employees for Free Speech, Whistle Blowing, and Political Activities. Journal Of Individual Employment Rights, 12(2), 119-135.
Lopez-Zafra, E., Garcia-Retamero, R., & Berrios Martos, M. (2012). The Relationship between Transformational Leadership and Emotional Intelligence from a Gendered Approach. Psychological Record, 62(1), 97-114.
Queendom. (2013). Emotional Intelligence Test. Web.
Riley Guide. (2013). Self-Assessment Resources. Web.
Skinner, C., & Spurgeon, P. (2005). Valuing empathy and emotional intelligence in health leadership: A study of empathy, leadership behaviour and outcome effectiveness. Health Services Management Research, 18(1), 1-12. Web.
Smithson, R. (2010). Smithson: Is Tiger Woods proving the Peter principle? Kelowna Capital News. Web.
Team Technology. (2013). Emotional Intelligence and Leadership. Web.
The Hay Group. (2013). Emotional & Social Competence Inventory- University Edition. Consortium for Research on Emotional Intelligence in Organizations. Web.
The Hindu. (2013). The Hindu Opportunities. Web.
Zimmerman, M. (2013). Emotional Literacy Education and Self-Knowledge How to Make the World a Better Place Chapter 1. Web.
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