Intelligence Quotient: The Failure Of Emotional Intelligence

2. Literature Review

According to the conventional concepts, the prime factor in the definition of professional success of an employee was exclusively his or her Intelligence Quotient (IQ). But later on, researches proved that the total intelligence of an individual is been constituted of with various perspectives of mind as well as heart. Thereafter, IQ was explained as the pure cognitive contribution to the total intelligence of an individual with a particular orientation towards the psychological aspects of a person, like memory, remembrance, recollection, etc. But for the Psychologists, Behavioral scientists and Business entrepreneurs, such an index of intelligence deemed inadequate to justify the personal and professional success of an

This qualitative study claimed to overcome the deficiencies in emotional functioning and regulation by showing strength in the face of fear or desire. The term “Emotional Quotient” or shortly EQ was developed and described by Reuven Bar-On (1997) through his approach to assess emotional and social competences of a person. He invented an Emotional Quotient Inventory (EQ-i), which was the first ever introduced test for calculating the index of emotional intelligence in a scientific manner. In 1990, an article named “Emotional Intelligence” was also published by the Psychologists, John Mayer and Peter Salovey in the journal of Imagination, Cognition and Personality. However, Daniel Goleman deserves the maximum credit to bring the concept of emotional intelligence into the mainstream. He reviewed the work of John Mayer and Peter Salovey and subsequently developed his own model of emotional intelligence. Daniel Goleman (1995), defined emotional intelligence as the ability of individuals for recognizing their own and others feeling properly and also for managing these emotions for motivating their self and those people in relationship with them. (Neal M. Ashkanasy et al.,

The development of interpersonal skills of the team members can be made possible through the management of emotional intelligences by the team members. Organizations, looking for a successful future, need to develop employees’ emotional intelligence skills to work effectively in the organization. (Bob Wall, 2008). Recent findings suggest that emotionally intelligent persons are better performers than their counterparts (Law, Song, & Wong, 2004; Van Rooy & Viswesvaran, 2004). Numerous authors have theorized that emotional intelligence contributes to people’s capacity to work effectively in teams and manage work stress (e.g. Caruso & Salovey, 2004; Goleman, 1998). Emotional intelligence may also contribute to work performance by enabling people to regulate their emotions so as to cope effectively with stress, perform well under pressure, and adjust to organizational