What types of intelligence help you be a good leader?

If you have strong leadership skills, you probably Excel in these types of intelligence.

Leadership ability is a highly valued skill in today's society.. In a world as competitive as ours, it is essential to be able to guide and motivate others towards the achievement of certain objectives, to make them see that the common objectives are compatible with their own and the need to subscribe and fulfill them.

In this aspect, a high level of intelligence would seem to be very useful to play the role of leader, since it is easy to assume that the more intelligent the person is, the more effectively he/she plays the role of leader. But is this really the case?

Important intelligences in the leader

Logic and data obtained through various studies dictate that general intelligence (measured by IQ) is useful when establishing leadership, since a high level of intelligence allows for better situational analysis and consideration of alternatives..

However, this relationship between intelligence and efficient leadership has been found to have a small to moderate correlation. On the contrary, it is relatively frequent that those who are considered intellectual geniuses do not turn out to be good leaders. This is due to the fact that having high intellectual abilities does not guarantee that in critical situations one possesses the ability to overcome and know how to lead the group.

In fact, sometimes a higher intellectual capacity can produce counterproductive results.The result is ineffective leadership that ends up being ignored in the case of situations where the leader has much greater capacity than the subordinates.

This is partly due to the emotional distance created by the difference between capabilities, as well as to the fact that since intelligence is a general construct that refers to a set of capabilities, it does not necessarily have to be similar to the set of skills needed to lead. For example, possessing a high IQ does not imply the ability to motivate and know how to treat the people under one's charge. What really implies greater effectiveness in leadership is the sense of competence and experience that the leader has.

Types of leadership

Studies carried out by various authors seem to demonstrate the existence of different types of leadership within the same group. Apart from these two typologies, depending on how power is exercised, different styles of leadership can be found (one of the most notable being transformational).

1. Task-focused leader

Leader focused on the fulfillment of objectives and production.. This is a type of leader who specializes in the task to be performed, being an expert component in charge of mobilizing available resources. Although they increase productivity, the workers' perception of them is usually negative.

This type of leader may have a very high academic and general intelligence, but is usually poorly accepted by subordinates, so that despite raising productivity in the long run may also increase unrealized productivity.

2. Socioemotional leader

This type of leader tends to focus on the employee.They are able to maintain a stable and functional work network, establish collaboration strategies among employees and help reduce tensions. They minimize unrealized productivity and tend to have more appreciation and information than other types of leaders.

What makes for effective leadership?

Researcher Fred Fiedler elaborated what is known as the contingency model, according to which leader effectiveness is determined by leadership style and situational control.. This last element depends on the structuring of the task, the leader's power and his relationship with subordinates, the latter being the most relevant element when it comes to producing an effect on leadership effectiveness.

Task-focused leaders are most useful in situations where situational control is very low or very high, while in intermediate situations socioemotional leaders seem to work better. This differentiation shows that there is not one type of leadership that is more efficient than another, but rather that the most appropriate type of leadership will depend on the type of activities and the characteristics of the activity, the company, the objective, the leader and the personnel.company, objective, leader and personnel.

Intelligence applied to effective leadership

As mentioned above, for leadership to be considered efficient, it is essential to take into account the type of relationship maintained with subordinates, since the leader-subordinate relationship is still an interpersonal link.

In this sense, general intelligence is not as relevant as one of the various multiple intelligences, emotional intelligence and interpersonal intelligence, which are much better predictors of efficient leadership than the measure of general intelligence.

A charismatic leader with a high level of emotional intelligence will show a remarkable ability to communicate positively, affecting the emotionality of the employee. affecting the emotionality of the worker. This capacity allows him to collaborate with subordinates to help them make decisions, to make them see the performance of each one as necessary and to contribute to make them see the need to change attitudes and beliefs based on emotional regulation and empathy.

However, although this type of intelligence is fundamental for good leadership, the type of intelligence that best predicts a leader's success is social intelligence. This type of intelligence refers to the ability to understand, participate in and manage social situations, both formal and informal, as well as the ability to and to be able to visualize and deepen one's understanding of the perspectives of others.. It also enables one to influence others.

In spite of all the above, it must be taken into account that the level of intelligence, both social and emotional as well as general, is an advantage in order to establish a clear, effective and efficient leadership.

Conclusion

In short, intelligence plays a relevant role in the establishment and maintenance of a positive and functional leadership. Social or interpersonal intelligence and emotional intelligence are particularly relevant in this regard.. 

However, the presence of high intellectual capacities does not imply per se a better leadership, but rather that the leader's effectiveness will depend on many different factors, derived both from the leader and from the personnel, activity and situation, being in fact the best predictor of success the leader's experience in handling the different situations.

Bibliographical references:

• Goleman, D. (2006). Social intelligence. The new science of human relationships. Editorial Kairos, Madrid.
• Riggio, R.E., Murphy, S.E., & Pirozzolo, F.J. (2002). Multiple intelligences and leadership. Erlbaum.
• Bass, Bernard M. (2008). The handbook of leadership (4th ed., with Ruth Bass). Free Press.
• Peiró, J.M. (1991). Psicología de la Organización. Volumes 1 and 2. UNED, Madrid.
• Palací, F. (2004). Psicología de la Organización. Pearson Prentice Hall. Madrid.