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.
