Relationship between IQ and EQ

Goleman famously claimed in his book that ‘Emotional intelligence can be as powerful, and at times more powerful than IQ and in fact could be the unnoticed factor that may explain why the smartest and technically gifted people may not necessarily be the most successful.’

He stated that academic intelligence has little to do with emotional life of individuals. People with high IQ scores can have poor social lives and that too prone to unbridled passions and impulses. He further stated that IQ contributes approximately 20% to the life successes and 80 % is contributed by emotional intelligence abilities. He reported that EI proved to be twice as important as technical skills and IQ in his study of an organization’s most outstanding leaders.

Research findings confirm that EI is a distinct ability that does not share attributes with either personality or intelligence. Having certain personality traits does not automatically predispose one to have high or low emotional intelligence.

For example, while extroverts may feel energised by interacting with people and introverts share a preference for solitude, it does not automatically imply that extroverts are more emotionally intelligent than introverts. Let’s understand the difference between EQ and IQ;

  • Intelligence is quantified and measured through Intelligence Quotient (IQ) whereas EI is indicated by Emotional Quotient (EQ).
  • EI can be learned unlike IQ, which is essentially fixed within narrow parameters at birth, EQ can be developed and enhanced.
  • Having a high IQ does not automatically indicate a high EQ, while having a high EQ may indicate a high or average IQ at least and predict success at work better than IQ alone.
  • While IQ can predict academic success, it may not necessarily lead to success in life whereas EQ predicts success and effectiveness in life.


Emotional Quotient for Public Servants

Emotional quotient can be broken down under three components which are as follows;


  • Emotional Competency – It consist of various elements which are as follows;


  • Tackling emotional upsets – This means tackling frustrations, conflicts, inferiority complexes etc. For example, learning how to manage yourself when upset, is one such asset.


  • High self‐esteem – Optimism is pre-requisite to boost self‐esteem. High self‐esteem helps public servant to perceive challenges as learning opportunities.


  • Tactful response to emotional stimuli – This means being creative and practical towards emotional prompts elicited from the inner self and the immediate environment.


  • Handling egoism – One should not be an egoist. It is the root cause of problems in inter-personal relations. Taking the initiative to resume dialogue and where both parties have stuck to their original stand is a sign of emotional competency.


  • Emotional Maturity – It is reflected in the behavioural pattern exhibited by the person while dealing with the inner self and the immediate environment. Some of the important aspects of emotional maturity are as follows;


  • Self‐awareness – Knowing one’s own emotional strength and weaknesses is crucial for civil servant to ensure effective public service delivery.


  • Developing others – Recognising the value of the contribution of others and encouraging their participation is the sign of emotional maturity.


  • Delaying gratification – Public servants must have loads of patience and must not allow emotions to get the upper hand. For example, avoiding violent method to control protest until it can be handled non-violently.


  • Adaptability and flexibility – Public servants should know when to be aggressive and when to be passive. For example, working in tribal areas with minimal resources by adapting to the given environment and bringing flexibility in work attitude.


  • Empathy – Empathy is the ability to sense how other people feel. It is the ability to share and accept another person’s feelings. It consist of two elements with respect to EQ which are as follows;


  • Improving inter‐personal relations – The key to good inter‐personal relations is to believe in the basic elements of trust, confidence and reliance. Civil servants who are good at managing inter-personal relations can improve work culture of an organisation.


  • Communicability of emotions – The influence of emotions is contagious and travels from one person to another instantaneously. Thus, a civil servant must be cheerful at the workplace to communicate the message of confidence and self‐respect among his colleague and sub-ordinates.