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Intelligence Quotient Importance for an Effective Leader


Leadership is one of the most interesting and debatable phenomena in the world. Scientists have made many attempts to investigate the distinctive features of leaders and reasons why people can be leaders (Derue, Nahrgang, Wellman, & Humphrey, 2011). The efficient leader has all necessary abilities to inspire, empower, and motivate other people to move towards the particular aim (Borkowski, Deckard, Weber, Padron, & Luongo, 2011). The role of emotional intelligence (EI) has never been adequately estimated in leadership theories. According to Lynn (2008), the organization’s performance is often directly connected to the EI of its leader.

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Emotional Intelligence and its Impact on Public Health Leaders

Specialists who work in the healthcare environment have to possess particular skills to reach efficient results. Some of the skills are connected with the notion of emotional intelligence (Knight et al., 2015). According to Fernandez, Peterson, Holmstrom, and Connolly (2012), “EI skills are grounded in personal competence, upon which build the skills for social competence, including social awareness and relationship management” (p. 239). Emotional intelligence enhances the level of empathy of leaders (Brusman, 2014). This factor is of extreme significance for health care leaders. The ability to provide high-quality services includes not only the empathy. It requires the understanding of bioethical considerations, the need for privacy, and proper patient protection (Freshman & Rubino, 2012).

Dafeeah, Eltohami, and Ghuloum (2015) have investigated the connection between the EI and health care leaders’ attitudes towards HIV/AIDS people in the State of Qatar. This investigation is significant as far as the statistics show that there are cases of biased treatment of HIV-positive patients. Researchers asked almost one thousand respondents (physicians, nurses, and other staff) to complete the anonymous questionnaire. There was also the test for identifying staff’s relation towards patients with HIV/AIDS. The test was aimed at evaluating the four primary skills of EI including self-awareness, social awareness, self-management, and relationship management (Keyser, 2013).

The Influence of the EI on the Event’s Outcomes

The results showed that people who demonstrated good EI had better attitudes towards HIV/AIDS-infected patients. As it has been already mentioned, EI enhances the feeling of empathy towards others. It also presupposes the ability to understand other people, behave in a wise manner, and provide patients with necessary support. All these factors predetermined the results of the study under consideration. Also, Blake, Mouton, Barnes, and Greiner (1964) emphasize the significance of support for the efficient performance of any organization.


The role of emotional intelligence for the efficient leadership should not be underestimated. The adequate attitude of health care professionals towards HIV/AIDS-infected people exemplifies the significance of EI. Such leaders will promote the disease prevention among masses and will spread the notion of EI among other individuals to make their community better.


Blake, R., Mouton, J., Barnes, L., & Greiner, L. (1964). Breakthrough in organization development. Harvard Business Review, 42(6), 133-155.

Borkowski, N., Deckard, G., Weber, M., Padron, L., & Luongo, S. (2011). Leadership development initiatives underlie individual and system performance in a US public healthcare delivery system. Leadership in Health Services, 24(4), 268-280.

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Brusman, M. (2014). Leadership Development through Emotional Intelligence and Meditation. Web.

Dafeeah, E., Eltohami, A., & Ghuloum, S. (2015). Emotional intelligence and attitudes toward HIV/AIDS patients among healthcare professionals in the State of Qatar. International Perspectives in Psychology, 4(1), 19-36.

Derue, D., Nahrgang, J., Wellman, N., & Humphrey, S. (2011). Trait and Behavioral Theories of Leadership. Personnel Psychology, 64(1), 7-11.

Fernandez, C., Peterson, H., Holmstrom, S., & Connolly, A. (2012). Developing Emotional Intelligence for Healthcare Leaders. In A. Fabio (Ed.), Emotional Intelligence — New Perspectives and Applications (pp. 239-260). Rijeka, Croatia: InTech Europe.

Freshman, B., & Rubino, L. (2012). Emotional Intelligence: a Core Competency for Health Care Administrators. Health Care Manager, 20(4), 1-9.

Keyser, J. (2013). Emotional Intelligence is Key to Our Success. Web.

Knight, J., Bush, H., Mase, W., Riddell, M., Liu, M., & Holsinger, J. (2015). Frontiers in Public Health, 3(1), 33.

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Lynn, A. (2008). The EQ Interview. New York City, NY: AMACOM.

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