The Influence of Non-Cognitive Intelligence on Leadership Performance
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 Larry
Fehd
Larry Fehd is president and founder of Human Performance
Strategies. Please see
bio for professional background and experience.
Contact Information
Phone: 512-415-0748
Email: lfehd@hp-strategies.com
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Imagine the myriad list of books, articles, and other publications
on the subject of leadership. While there are many excellent references
on the subject of leadership effectiveness, little attention has
been given to the influence of non-cognitive intelligence on leadership
performance.
Concerning (cognitive) intelligence:
- Intelligence Quotient (IQ) is by far the most commonly known
and widely recognized measurement of intelligence in the world.
- IQ can be accurately measured by a variety of tests and methods.
- IQ is a reliable predictor of success in some human endeavors;
however,
- IQ is not a reliable predictor of leadership performance.
Concerning (non-cognitive) intelligence:
- Research suggests that IQ as a definition of intelligence is
too narrow in the context of leadership performance.
- Research suggests that there is a more significant form of intelligence
which is now referred to as non-cognitive or Emotional Intelligence
(EI).
- In leadership positions, as much as 80% of the difference between
exemplary and average leadership performance is attributable to
EI.
- EI is a reliable predictor of leadership performance and has
even greater significance as a leader ascends the organization
and assumes greater levels of responsibility.
- Lack of EI is a reliable predictor of leadership derailment
and the most common reason for poor and ineffective leadership
performance.
The following diagram illustrates the significance of non-cognitive
intelligence (EI) versus cognitive and/or technical (IQ) skills
at higher levels of management.
Skills
Needed for
Leadership Performance |
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 =
Emotional Intelligence
 =
Cognitive and Technical Skills
© 2002 Center for Executive
Assessment, Dr. Edmond Bazerghi,
PhD. All rights reserved.
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The following diagram illustrates that as supervisory/managerial
responsibilities change, leadership skills must also change.
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As responsibilities change,
skills must change
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Executive |
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Ability
to lead people, functions, and projects in unchartered
territories |
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General
Manager |
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Ability
to manage people
and functions through
other managers' skills |
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Manager |
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Ability
to manage people
and multiple projects through direct reports |
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Supervisor |
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Technical
skills. Ability to get things done through others |
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| Employee |
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Technical
and
interpersonal skills |
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© 2002 Center for Executive Assessment, Dr. Edmond
Bazerghi, PhD. All rights reserved.
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One of our colleagues, Dr. Edmond Bazerghi, Ph.D., President of
the Center for Executive Assessment, has recently identified a set
of Key Competencies for High Performance Leadership which includes
essential EI (non-cognitive) competencies and behaviors. Dr. Bazerghi's
assessment is Internet-based and features both individual and 360-degree
leadership development applications. To learn more about Key Competencies
for High Performance Leadership, please contact us at ezine@hp-strategies.com.
According to Dr. Bazerghi, "In the majority of organizations,
either large or small, average performance is not a factor for success;
in fact, it is a prescription for stagnation and—ultimately—for
derailment."
HPS and The Center for Executive Assessment are pleased to announce
a collaborative endeavor in the development of Emotionally Intelligent
Leadership. Information will be forthcoming in a future issue of
HPS Leadership Best Practices™ e-zine.
Learn more about the influence
of non-cognitive intelligence on leadership performance.
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