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Understanding Multiple Intelligences in Organizations

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0% found this document useful (0 votes)
12 views21 pages

Understanding Multiple Intelligences in Organizations

Uploaded by

Ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

Organizational Behavior:

Intelligence

Aghaz. A. 2022 ,Organizational Behavior, Amirkabir University of


Technology
Intelligence

 Intelligence, a hypothetical construct, Capacity for


constructive thinking, reasoning, problem solving.
 It is the aggregate or global capacity of the individual to
act purposefully, to think rationally, and to deal
effectively with his environment.
Do we have multiple intelligence?

 Linguistic intelligence
 Logical- mathematical intelligence
 Musical intelligence
 Bodily- kinesthetic intelligence
 Spatial intelligence
 Intrapersonal intelligence
 Naturalist or Interpersonal intelligence
Practical
Intelligence

Yale’s Robert J. Sternberg applied Gardner’s “naturalist or


interpersonal intelligence” to the domain of leadership
under the heading practical intelligence. He explains:

 Practical intelligence is the ability to solve everyday


problems by utilizing knowledge gained from experience in
order to purposefully adapt to, shape, and select
environments.
Practical
Intelligence

Practical intelligence thus involves:


 changing oneself to suit the environment (adaptation),
 changing the environment to suit oneself (shaping),
 or finding a new environment within which to work (selection).
One uses these skills to (a) manage oneself, (b) manage
others, and (c) manage tasks.
Types of intelligence (new
approach)

 Intelligence Quotient (IQ)


 Emotional Intelligence (EI) or
Emotional Quotient (EQ)
 Spiritual Intelligence
 Cultural Intelligence
Emotional Intelligence

Emotional intelligence includes a set of abilities to perceive


and express emotion, assimilate emotion in thought,
understand and reason with emotion, and regulate
emotion in oneself and others.
Emotional intelligence is associated with some personality
traits, as well as with the emotional intelligence of one’s
parents.
Emotional Intelligence

Mayer and Salovey (1997) posited that EI comprises four


abilities:
(1) the ability to perceive emotions in oneself and others, as well
as in objects, art, and stories (perception of emotion).
(2) the ability to generate emotions in order to use them in other
mental processes (emotional facilitation of thought).
(3) the ability to understand and reason about emotional
information and how emotions combine and progress
through relationship transitions (understanding emotions).
(4) the ability to be open to emotions and to moderate them in
oneself and others (managing emotions).
Developing personal and social competence through emotional
intelligence

Personal competence Social competence

Self awareness Social awareness


Emotional self-awareness Empathy
Accurate self assessment Organizational awareness
Self confidence service

Self management Relationship management


Inspirational leadership
Emotional self control
Influence
Transparency
Developing others
Adaptability
Change catalyst
Achievement
Conflict management
Initiative
Building bonds
optimism
Teamwork and collaboration
The Case for EI The Case Against EI

 Intuitive Appeal.  EI Researchers Do Not

 EI Predicts Criteria Agree on Definitions.


 EI Can’t Be Measured
That Matter.
 EI Is Nothing but
 EI Is Biologically
Personality with a
Based.
Different Label.
11
The importance of emotional
intelligence in organizations
The importance of emotional
intelligence in organizations

Manufacturer introduced a program to develop future


leaders. Two dozen high-potential employees were
identified among the staff of 260 and then given intensive
yearlong training. This program didn’t focus completely
on technical skill development. Rather, participants
learned how to improve their self-awareness and
interaction with other staff members.

“Especially as people rise to higher levels in organizations,


their ability to do their job effectively depends on emotional
intelligence qualities more than technical qualities”.
The importance of emotional
intelligence in politics

One study looked at the successes and failures of 11 U.S.


presidents—from Franklin Roosevelt to Bill Clinton—
and evaluated them on six qualities:
 Communication
 Organization
 Political skill
 Vision
 Cognitive style
 Emotional intelligence.
The importance of emotional
intelligence in politics
The key quality that differentiated the successful (such as
Roosevelt, Kennedy, and Reagan) from the unsuccessful
(such as Johnson, Carter, and Nixon) was emotional
intelligence.

Franklin D. Roosevelt Richard Nixon


Improving emotional Intelligence

Particularly effective at developing EI are:


Personal coaching
Plenty of practice
Frequent feedback

Emotional intelligence also increases with age; it is part of the


process called maturity.
 Overall, emotional intelligence offers considerable
potential, but we also have a lot to learn about its
measurement and effects on people in the workplace.
The dark side of emotional
intelligence
The dark side of emotional
intelligence

Research and discussion of EI has disproportionately focused


on prosocial outcomes and has neglected the possibility
that individuals high in EI may use their skills to advance
their own interests, even at the expense of others. The
emotionally intelligent person may be able to assess and
control emotions to facilitate the accomplishment of
various goals, including the one of getting ahead.

Source: Kilduff, M., Chiaburu, D. S., & Menges, J. I. (2010). Strategic use of emotional intelligence
in organizational settings: Exploring the dark side. Research in Organizational Behavior, 30, 129–152.
The dark of emotional intelligence

high-EI people (relative to those low on EI) are likely to


benefit from several strategic behaviors in organizations
including:
 Focusing emotion detection on important others
 Disguising and expressing emotions for personal gain
 Using misattribution to stir and shape emotions
 Controlling the flow of emotion-laden communication.

Source: Kilduff, M., Chiaburu, D. S., & Menges, J. I. (2010). Strategic use of emotional intelligence
in organizational settings: Exploring the dark side. Research in Organizational Behavior, 30, 129–152.
Spiritual
intelligence

Spiritual intelligence (SI) is that intelligence which is required


when we begin to open up to our spirit’s journey and to quest
for a greater understanding of life. It’s what we seek for, to find
higher purpose and a greater sense of self, to become wise by
accessing our natural birthright of wisdom.
SI is the soul’s intelligence connected to wisdom from beyond the
ego, or conscious mind. It is our conscience, compass, the hidden
inner truth. SI makes religion possible, but it does not depend on
any sectarian religion.
Cultural intelligence

Cultural intelligence reflects an individual’s


capability to adjust to new situations
and thus producing novel behavior.
It is an individual’s capability to function
and manage effectively in culturally
diverse settings. cultural intelligence can
be defined as "a person's capability to
adapt as s/he interacts with others from
different cultural regions", and has
behavioral, motivational, and
metacognitive aspects.

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