Intellectual Intelligence (IQ) and Emotional Intelligence (EQ) – both are essential to cognitive processes.IQ represents mental health. EQ represents psychological health.Research has shown that IQ is a better predictor of work and academic performance than EQ. And, as to whether a person will be an outstanding leader, IQ may be a less powerful predictor than EQ.

IQ and EQ – Interplay Matrix

Caveats:

  1. A minimum threshold level is assumed to reach the Top Management level
  2. The matrix given in table 1is relative within the Top Management category

The top management (typically MD, ED, GMs and DGMs) with different levels of IQ and EQ fall in the four quadrants:

  1. High IQ and High EQ – HI HE: Quadrant  A
  2. High IQ and Low EQ  -  HI LE: Quadrant  B
  3. Low  IQ and High EQ -  LI HE: Quadrant  C
  4. Low  IQ and Low EQ  -  LI LE: Quadrant  D

The behavioural pattern ofexecutives classified in the four quadrants is discussed below:

  1. HI HE

High IQ and High EQ persons are their own class:impeccable credentials, high integrity, affable, communicative, self-aware, humble, transparent, good leaders. They have earned their stripes for each rank on their own merit.They are empowered leaders and add value to the organisation. They are role models and icons. Subordinates love their work and get committed to the organisation under such leaders. It is a pleasure to work with HI HE leaders.

'HI HE' executives are Stars.


Examples

  • N Narayanamurthy, one of the Founders of Infosys; Aditya Puri, MD & CEO of HDFC Bank; Ratan Tata, Chairman Emeritus, Tata Sons; R K Talwar, former Chairman of State Bank of India are Stars in their own right.
  • Take Char,a highly respected executive in a large international bank who had served both in London and New York in the middle of his career. A rare combination of postings at a relatively young age. Then came his deputation to a much smaller organisation within the conglomerate where historically, the Union had been combative. He assumed charge. He sensed the organisational climate. He invited the Union leaders for breakfast and deliberations ina decent hotel along with operational functionaries. He discussed the issues threadbarein right earnest. It was a dialogue. He earned the acceptance and respect of the Unionin due course. He adopted the formula of ‘Bonding, Dialogue and Negotiation’ (inthe mid-1990s) in resolving conflicts. He could recognise Cognitive Empathy (ability tounderstand other person’s point of view), Emotional Empathy (ability to feel whatsomeone else feels) and Empathetic Concern (ability to sense what another personneeds from you).He went on to achieve higher laurels after a one year stint in the organisation.
  • R K Talwar was Chairman of the State Bank of India from 1969 to 1976.  A veteranbanker who pioneered SSI financing in India, among other significant initiatives. An uncompromising, principled executive, he did not bow down to political pressure, notwithstanding the consequences of parting company with the organisation.
  • Pal was always innovative. As Chairman, he altered the structure of 80 /20 to 20/ 80 forever. Historically, 80 percent of the physical space in a bank branch was allocated to staff and 20 percent to the customers. He re-wrote history by giving 80 percent space to the customers.More than that, under his transformative leadership, all branches were to be air-conditioned, including remote villages. The villagers were thrilled to see a swankyair-conditioned bank branch as an icon amidst them —the power of HI HE individual.
  • A conference was going on in the 14th floor of the corporate headquarters of a bank. Unexpectedly, there was a fire alarm. The Chairman directed everybody to go before he climbed down all the 14 floors. He stood there on the ground floor for an hour, and after ensuring all was well, he left the office for the day. Calmness in crisis. Concern for others’ safety. A true leader as a captain of his ship.
 
 
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