“Conversational Intelligence”, “Heart Intelligence”, “Cultural Intelligence” – some of the latest trends that have been created and utilised in leadership development. So much has been written about leadership (a Google search produced over 3 billion responses and Amazon has over 50000 books on the subject): its definition and meaning; the characteristics and traits of a good leader; the skills required to lead a team; and lately, the intelligences including IQ, EQ, CQ and HQ, required for strong effective leadership. There are scores of books and articles on intelligence and multiple intelligence and thousands of studies have been conducted into the relationship between leadership and intelligence. These new intelligences have been scientifically validated through neuroscience.

The study of cognitive, affective and social neuroscience (the scientific study of the structure and function of the nervous system and brain including molecular, cellular and chemical studies of individual nerve cells, and how neurons, cells specialised for communication,  are able to communicate with all cell types through junctions called synapses, and electrical or electrochemical signals can be transmitted from one cell to another) is providing insights into the mechanisms underlying the human mind and behaviour and the neural substrates of perception, attention, memory, language, learning, neurological disorders, affect, stress, motivation, emotion, mood, personality, social processes and behaviours.

Having explored many of these theories I have come to the conclusion that successful transformational leaders use a combination of various types of critical intelligence skills that enable them to develop greater creativity and innovation, to relate to different people and situations in such a way that they are better able to influence and inspire others, to have better decision-making abilities, and to can gain a stronger strategic advantage in the marketplace. This will enable them to pre-emptively take action and manage change to make things happen. Leaders need to understand how their self-awareness, emotions, beliefs, social aptitude, experiences and actions all interact in building relationships and developing followers to take the business forward.

My model of Leadership Intelligence identifies 13 different intelligence quotients and looks at how these can be developed and integrated into a leader’s skill set.

It also maps the intelligences to Marshall Goldsmith’s GLOF (Global Leader of the Future) competencies based on in-depth research involving CEO’s of Fortune 100 companies, 18 global thought leaders and 300 international business executives at 200 organisations of 120 multinationals on 6 continents:

The GLOF measures the skills and competencies that today’s global leaders need to master and shows emerging leaders the areas they need to develop in order to succeed as effective leaders in a globalizing and competitive business environment.


  • Demonstrating integrity
  • Encouraging constructive dialogue
  • Creating a shared vision

Assure Success

  • Developing technological savvy
  • Ensuring customer satisfaction
  • Maintaining a competitive advantage

Engaging People

  • Developing people
  • Building partnerships
  • Sharing leadership

Continuous Change

  • Achieving personal mastery
  • Anticipating opportunities
  • Leading change

Boundary-less Inclusion

  • Empowering people
  • Thinking globally
  • Appreciating diversity

Reference: http://sccoaching.com/glof360/


Intelligence Skills / Competencies GLOF

Intelligence Quotient

Mind Intelligence

  • Mental Capacity / Brain smarts / Intellect
  • Good decision making  – assembling and analysing data
  • Using logical reasoning and critical thinking for problem solving and to come up with the best plan of action
  • Conducting research
  • Keeping abreast with world-wide developments
Boundary-less inclusion

  • Thinking globally

Emotional Quotient

Emotional Intelligence


  • Self-Awareness – Ability to understand and manage own emotions and behaviours
  • Know how emotions can affect other people and filter them
  • Pick up the atmosphere – the mood and feelings of the work environment
  • Awareness of others – Seeing others clearly, sensing things about others
  • Knowing how to connect on an emotional level – having empathy to sense the feelings of others and fully share their experiences
  • Acknowledging emotions
  • Understand emotional boundaries
  • Increases trust, loyalty and team performance
  • Self-regulation / management – self – control
  • Ability to influence and engage people on an emotional level, to motivate and inspire
  • Less likely to make snap judgements and identify the root cause of an issue
Continuous change

  • Achieving personal mastery
CQ Conversational – Communication Quotient

Conversational – Communication Intelligence

  • All forms of Communication
  • Productive dialogue
  • Thought provoking questions
  • Listening for understanding
  • Acknowledging messages
  • Putting thoughts into words
  • Story telling for impact
  • Good presenters

  • Encouraging constructive dialogue

Heart Quotient

Heart Intelligence


  • Flow of awareness, understanding and intuitive guidance
  • Mind and emotions brought into coherent alignment with the heart
  • The ability to show kindness to someone and to demonstrate goodness, love, appreciation, care or compassion
  • Caring – courage – candour

Wisdom Quotient

Wisdom Intelligence


  • Knowing – A deep understanding of the reality of people, things, events or situations
  • Ability to choose or act to produce optimum results
  • Wisdom can be gained by experience (horizontal)
  • Wisdom can be gained instantly from above (vertical)
  • Helping  people discern what’s emerging in front of them, uncovering options and solutions

Personality – Character Quotient

Personality – Character Intelligence

  • The strength of your character– your personality traits
  • Pursuing and developing moral excellence, which leads to self-mastery
  • Integrity, living beliefs and values
  • Creating an ethical climate
  • Adopting the highest principles of conduct
  • The style that defines us such as introversion or extraversion

  • Demonstrating integrity


  • Mental strength / toughness
  • Accepting challenges and taking risks



Inter-Cultural Quotient

Inter-Cultural Intelligence


  • Relating and working effectively across cultures
  • Ang, Van Dyne, & Livermore describe four CQ (Cultural Intelligence) capabilities:
  • ICQ-Drive -interest and confidence in functioning effectively in culturally diverse settings
  • ICQ-Knowledge – about how cultures are similar and how cultures are different
  • ICQ-Strategy – making sense of culturally diverse experiences
  • ICQ-Action – capability to adapt verbal and nonverbal behaviour to make it appropriate to diverse cultures. It involves having a flexible repertoire of behavioural responses that suit a variety of situations
Boundary-less Inclusion

  • Appreciating diversity

Social Quotient

Social Intelligence


  • Latest neuroscience research indicates that social needs are more important than physical and security needs based on Maslow’s hierarchy
  • Interpersonal connection and social skills
  • Open to hearing all sides of a story
  • Managing change
  • Managing and resolving conflict
  • Reading others and approaching them to gain the best possible connection
  • Being likeable and generating positive feelings in others
  • Influencing and engaging others
  • Energised and positive and enthusiastic
  • Challenging
  • Building insight
  • Role modelling and setting an example
Continuous change

  • Leading change

Relationship- Partnering Quotient

Relationship- Partnering Intelligence


  • Building rapport
  • Engaging the team
  • Organisational awareness
  • Stakeholder relationship (team / customers / suppliers)
  • Customer service
  • Developing others
  • Sharing leadership /developing followers
  • Mentoring
  • Inspiring and motivating others
  • Building the team
  • Empowering the individual and the team
  • Truth telling and building trust
  • Giving feedback, thanking and praising others
  • Celebrating success
Engaging people

  • Building partnerships


Assure Success

  • Ensuring customer satisfaction


Boundary-less inclusion

  • Empowering people


Engaging people

  • Developing people
  • Sharing leadership

Visionary Quotient

Visionary Intelligence


  • Foresight
  • Identifying threats and opportunities
  • Designing the future by learning from results
  • Visioning
  • Innovative and creative thinking / new ideas
Continuous change

  • Anticipating opportunities



  • Creating a shared vision

Applied – Practical Quotient

Applied – Practical Intelligence

  • Systems thinking
  • Practically making things happen
  • Activating thoughts and turning them into action
  • Self-management. Time and stress management

Task – Subject Matter Expertise Quotient

Task – Subject Matter Expertise Intelligence

  • Knowledge of business and work
  • Subject matter expertise
  • Competitor awareness and competitiveness
  • Experience


Assure Success

  • Developing technological savvy
  • Maintaining a competitive advantage


0 replies

Leave a Reply

Want to join the discussion?
Feel free to contribute!

Leave a Reply