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Cognitive Intelligence vs Emotional Intelligtence in Modern Organizations

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Cognitive Intelligence vs Emotional Intelligtence in Modern Organizations
General intelligence can be defined as “the general efficacy of intellectual processes” (Ackerman, Beier, and Boyle, 2005). In relation to modern organizations, it is generally believed that individuals with higher intelligence are more desirable as they will have higher task performance; this belief has been held for more than 90 years (Viswesvaran and Ones, 2002). Furthermore, general intelligence can be divided into two different sets of abilities as Cognitive Intelligence and Emotional Intelligence (Cote and Miners, 2006). As mentioned by Brody (2004), there are quite different models of testing cognitive intelligence and emotional intelligence. It is important that both these aspects of intelligence are considered in organisations.

Cognitive Intelligence is what is usually being referred to when talking about IQ. It is the ability to think and reason logically without using the part of the brain concerned with feelings or emotions. Cognitive intelligence does not involve social skills but rather analytical, reading and writing skills.

According to Mayer and Salovey (1997), “Emotional Intelligence involves the ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”. It should also be considered that this set of abilities apply both inwards to the individual themselves and outwards to other people and their emotions, feelings and thoughts; even the ability to regulate others. As expanded on by Mayer and Salovey (1997), this definition suggests that somebody who is emotionally intelligent would be highly empathic, be able to reflect on and monitor their emotions in order to manage them effectively, understand the meaning behind complex emotions and have control over their emotions. Furthermore they would encourage their feelings to



References: Ackerman, P. L., M. E. Beier, & M. O. Boyle (2005). Working memory and intelligence: The same or different constructs?. Psychological Bulletin, 131, 30–60. Cherniss, C. (2010). Emotional intelligence: Toward clarification of a concept. Industrial and Organizational Psychology, 3, 110-126. Cote, S., & Miners, C.T.H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51, 1-28. Morris, J.A., & Feldman, D.C. (1996). The dimensions, antecedents, and consequences of emotional labor. Academy of Management Review, 21: 986-1011. Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York: Bantam. Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books. Goleman, D., Boyatzis, R., & McKee, A. (2001). Primal leadership: The hidden driver of great performance. Harvard Business Review, 79 (11), 42-48 Mayer, J.D Schutte, N.S., Schuettpelz, E. & Malouff, J.M. (2000). Emotional intelligence and task performance. Imagination, Cognition, and Personality, 20, 347-354. Viswesvaran, C. & Ones, D. S. (2002). Agreements and disagreements on the role of general mental ability (GMA) in industrial, work, and organizational psychology.

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