Leadership has taken a level of interest among researchers. As organizations become complex, large, and multi-national the leadership team will need to develop and recruit a higher skill set. Global leadership requires the mastery of cognitive intelligence (IQ), personality, and emotional intelligence (EI). A paper by Colfax, Rivera and Perez (2012) helps explore how emotional intelligence impacts the overall ability of global leaders to influence their environments. Their paper sheds interesting light on the concept that global leaders required certain abilities to be successful in their environment.
Global businesses are complex animals that require certain knowledge, skills and abilities (KSA’s) to manage well. As these skills grow and develop other aspects of human development take precedence. The emotional-social development of people is a main factor that determines those who will succeed with those who will not in the global management environment.
Emotional intelligence is a concept of how the individual relates to both themselves as well as people within the world. It is the ability to manage the amebic human elements of their environment. Through understanding oneself they can better understand the needs of others and thereby create more influence.
According to Bradberry and Grieves’ (2009) survey of 500,000 people it was found that emotional intelligence accounted for 58 % of performance and was more predictive than standard intelligence. To put the importance of EQ in perspective it was found that those with high IQ outperformed others 20% of the time while those with high EQ outperform others 70% of the time.
Knowing the importance of EQ in successful global leadership is not the same as knowing how to foster it. Gregersen, Morrison & Black (1999) believes that global leadership is born and not made. In other words, it can be enhanced but not made. Such leaders have certain skills and abilities that when tested within the environment manifests themselves into greater performance. Through awareness, training and opportunity the global leadership skills can come alive.
Colifax, Rivera and Perez contend that limitations on thinking have damaged the field of global leadership in the sense that too much emphasis on the financial bottom line encouraged an over reliance on analytical measures. The complete and well developed person has emotion and reason to aid them in their cause. In order to deal effectively with the multiple personalities, cultures, and systematic management on a global scale requires the use of IQ, personality and EQ. Such leaders can stir the emotions to create systematic developments of the environment.
Bradberry, T. & J. Greaves (2009).Emotional intelligence 2.0. California: Talent Smart
Colfax, R., Rivera, J. & Perez, K. (2010). Applying Emotional Intelligence (EQ-I) in the workplace: vital to global business success. Journal of International Business Research, 9.
Gregersen, H., A. Morrison & J. Black (1999, November). What makes Savvy global leaders? Ivey Business Journal, 64(2), 44. Retrieved October 9, 2008, from Business Source Complete database.