Komunitas-Super

The last few years is more incentive understanding how important element of emotional intelligences (EQ) is inherent in the leadership aspect of someone. This is based on the belief that a manager's ability to understand and manage emotions and also other people is the key performance successfull business. Daniel Goleman has written and published a book titled Emotional Intelligence (1995) in Stuart Crainer and Des Dearlove (Handbook of Management, 2001). He concluded that human competencies like someone self-awareness, self-discipline, diligence is ongoing, and empathy have more intellectual rather than intellect (IQ) on the performance of the business.


Goleman as a psychologist adopt of Peter Salovey, a psychologist from Yale University, about the meaning of emotional intelligences. According to Salovey, emotional acumen can be observed from the perspective of five, self-understanding emotions, managing emotions, pemotivasian themselves, introducing themselves, and build relationships. In another book titled Working With Emotional Intelligence, (1998), Goleman asserts again that the job competency is based on emotional acumen to play a larger role rather than intellectual acumen or technical skill.

Questions that arise from the opinion that if this is so applicable to the position of all the work someone. Save me not so. For the service, technical skills or intellectual acumen is a key element of success-achievement. In the position as the technical skills should be larger rather than the ability of managerial. Can be an employee if the technical production elements of technical know less and rely solely on the managerial acumen is greater then the performance is not improved but even decreased. But intellect is not to be emotional, such as motivation and self management not required. Indeed, someone will be able to again improve the performance when two types of intelligences at once. Second term dimensional intelligences that work together are synergistic. This is more evident in the ability of a particular intellectual acumen leader. With plus emotional intelligences greater than other people rather then their performance will be higher.

Views from its position, the more senior the position requires a leadership acumen emotion. This is reasonable because one of the important tasks of a leader is in the coordinates in achieving the vision and specific business goals. This will also be based on style of leadership. As known there are various styles of leadership such as a compulsion (coercive) on a person or group of people in each request to be fulfilled; authoritative style that mobilize people to achieve the vision of the organization; affiliation style create a harmonious atmosphere of cooperation, democratic style of building consensus in a way participation of members; style like a pioneer on the benefits and act quickly, and the style of a teacher to develop the capability. Everything related to the people.

Each leader must be able to apply the appropriate leadership style to the situation. For example, when the lead is still a new employee, a leader should implement a leadership-oriented tasks and monitoring production of high intensity (quantity, quality, level of damage). So here is required intellectual acumen or technical larger. Meanwhile, when the employee is more senior-oriented leadership style then keep on autonomy, motivation and social relationships. And emotional intelligences needed here is greater.

So can conclude that analyzing the success of the relationship with someone intelligences form should be seen proportionally. In practice, need two intelligences is positioned in the context of the output (performance) and job positions are balanced. Intellectual acumen can be seen as a requirement virtue. But the requirement is still less and must be added the requirement that the adequacy of emotional intelligences. And emotional intellect itself tends to someone associated with the positive factors age. The older age limit of a certain someone to the higher intellect emotion. The terms of the adequacy of the greater ability of someone to improve their performance; at the level of intellectual acumen and a particular position.