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ater, she could have two. Twelve to 14 years later, this measure of ability to control impulse was twice as strong a predictor as IQ of how children did on the Scholastic Aptitude Test. It also was a better predictor of adjustment, popularity, confidence, and dependability.
When people-whether "experts" or not-are asked to describe an intelligent person, they use phrases such as "solves problems well," "displays interest in the world at large," "accepts others for what they are," "admits mistakes," "is goal oriented," and "converses well." Such phrases suggest that people focus on the worldly side of intelligence, as opposed to just "academic" intelligence.

Howard Gardner, in his book Frames of Mind, describes several forms of intelligence, including linguistic, logical-mathematical, bodily-kines-thetic, visual-spatial, musical, interpersonal, and intrapersonal. Gardner argues that these are intrinsically equal in value, and that the degree to which people poses them helps explain how they learn and fare in the workplace. He further argues that it is possible to hone these intelligences, and that they wither with lack of use.

Only the first two fit into traditional conceptions of IQ. Gardner's "personal intelligences"-interpersonal and intrapersonal-are defined as follows:

Interpersonal inteligence: the ability to understand other people-what motivates them, how they work and how to work cooperatively with them.
Intrapersonal inteligence: the capacity to form an accurate model of one's self and to be able to use that model to operate efectively in life.

Together, interpersonal intelligence and intrapersonal intelligence comprise emotional intelligence.

As defined by Daniel Goleman in his book Emotional Inteligence, it is a "phrase for a different way of being smart. It's not the usual way of thinking about it—academic smarts—IQ—it's how you do in life, how you manage yourself, your feelings, how you get along with other people, whether you're empathic, how well motivated you are."

There are many reasons why EQ is important in organizations, and in life in general. First of all, the emotional brain may "highjack" the rational brain. Fear, rage, and jealousy may prevent us from rationally addressing problems. What’s more, EQ is especially important in higher-level jobs, including leadership roles. While technical skills may suffice in lower-level positions, the ability to deal with others becomes critical as we advance in the organization. Furthermore, EQ is critical for working in groups and it is needed to effectively manage diversity. Last but not least, EQ helps us adapt to new situations.

EQ is critical in the real world. In business settings, EQ is related to a wide variety of leadership skills. These are demonstrated in group performance, individual performance, and the quality of interpersonal exchange. Those with a high EQ are better able to do everything from bringing about meaningful change within their organizations to conducting effective performance appraisals. Throughout this volume we will address issues, such as managing stress, self-motivation, coaching, and communicating, to help you develop your emotional intelligence.

Arguments against the concept

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