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Abstract
Many studies related to leadership strongly indicate that emotion plays a significant role in leadership. This article presents the Emotional Quotient Matrix, which is based upon the tenets of emotional intelligence. The dimensions of the matrix are emotional strengths versus weaknesses and controllable versus uncontrollable traits. Leaders must maximize or hone strong emotional traits, while avoiding or improving upon emotional weaknesses. Controllable traits must be targets for improvement. The EQ Matrix poses a systematic means to both assess EQ and take action to improve it.
Introduction
Goleman's (1995) landmark book on emotional intelligence has not only legitimized the terminology, but also the idea that emotion plays a significant role in leadership. His work extended the definition of what it takes to be successful in organizations. People began to understand that IQ is only one contributor to success and that a much larger factor is an amalgamation of competencies that describes an individual's ability to regulate and use emotions to improve human interactions (Sternberg, 1985a, 1985b, 1998, 1996; Pinker 1997).
While emotional intelligence is the capacity for recognizing and managing the feelings of ourselves and others (Goleman, 1995; Mayer & Salovey, 1995), there remain various leadership competencies that must be accounted for in the emotional make-up of effective leaders. This article presents the Emotional Quotient (EQ) portion of a larger conceptual scheme known as the Leadership Quotient (LQ: see Service & Arnott, 2006 and Service and Lockamy, 2008). LQ suggests that leaders must know how to act, as well as when to act based on characteristics of self, others (followers) and situations (environments) within which they lead. Understanding one's emotions and developing the wisdom to apply that knowledge is critical to the appropriate application of emotional intelligence. The goal of the EQ Matrix is to show the measures and methods of a balanced application of those dimensions important to emotional intelligence. Understanding one's EQ in the context of this matrix is imperative to leadership success.
Although EQ and IQ are different, both psychology (Forgas, 1995; H. Gardner, 1975, 1993; Mayer & Salovey, 1997) and neuroscience (Damasio, 1994) have established the existence of relationships between emotion and reasoning. It is likely that emotion and feelings are enmeshed in the networks of reason (Damasio). More...