S1_MNJ_LEADERSHIP_Int class_Ganjil 2025

naila anjani maulida 2491011015

1. OCEAN traits, intelligence, or EQ for sports players and coaches
Professional sports players need a combination of personality traits, intelligence, and emotional intelligence to succeed. From the OCEAN model, conscientiousness is critical because it reflects self-discipline, dedication, and a strong work ethic, which are all necessary for consistent training and performance. Emotional stability also plays a huge role because athletes face intense pressure, competition, and sometimes failure, so they must be able to control anxiety and bounce back from setbacks. Agreeableness matters in team sports because cooperation, trust, and harmony are needed for teamwork, while extraversion may help athletes who thrive on energy and excitement in social and competitive settings.
Emotional intelligence (EQ) is also extremely valuable for players. Self-awareness and self-regulation allow them to control stress and emotions during games, while motivation keeps them driven to practice and improve. Social awareness and empathy help them connect with teammates and even competitors, which improves overall performance. For coaches, however, the necessary traits shift. While conscientiousness and stability are still important, openness to experience becomes more vital because coaches must think strategically and creatively to adjust plays or training methods. Coaches also need higher levels of extraversion and social awareness to motivate, inspire, and communicate effectively with a whole team.
Finally, the traits may differ depending on the sport. For example, in individual sports such as tennis or swimming, self-discipline and focus are more important than high agreeableness. In contrast, team sports such as soccer or basketball require trust, cooperation, and higher EQ skills to build relationships and work as one unit.
2. Ranking intelligences for politicians, professors, and managers
When looking at intelligence types, the most important ranking depends on the profession. For politicians, emotional intelligence should be ranked first because connecting with people, reading moods, and building trust are the keys to winning support and managing conflict. Practical intelligence comes next since politicians must navigate complex systems, solve problems in real-world contexts, and know how to get things done through others. Analytic intelligence is still necessary for analyzing policies, understanding data, and making informed decisions, while creative intelligence helps develop new ideas and innovative visions for the future.
For college professors, the ranking is different. Analytic intelligence takes the top position because professors must analyze theories, conduct research, and present complex material clearly. Creative intelligence is next because effective teaching and innovative research require new ways of thinking. Emotional intelligence is also important for connecting with students and colleagues, but it is less central than analysis and creativity. Practical intelligence is ranked lowest because professors usually do not face the same day-to-day operational challenges as managers.
For store managers at Walmart or Aldi, practical intelligence is most important. They need to solve daily operational problems, manage logistics, and keep stores running efficiently. Emotional intelligence follows closely because managers must motivate employees, deal with customer service, and handle conflict. Analytic intelligence helps in making decisions about sales or inventory, but it is less important than practical know-how. Creative intelligence has some value in thinking of improvements or new approaches, but it is less central compared to practicality and EQ.
3. Ineffective leaders and their attributes
Ineffective leaders often fail not because of a lack of authority but because of missing qualities. Many ineffective leaders I have experienced lacked emotional control. They became angry, moody, or inconsistent, which reduced trust and made it hard for others to work under them. Others had weak communication skills, either failing to explain expectations clearly or not listening to feedback. Some lacked conscientiousness; they were disorganized, unreliable, or avoided accountability. Another issue was low social intelligence—they could not build trust, motivate, or resolve conflicts effectively. Finally, some leaders lacked vision. They could manage day-to-day tasks but could not inspire others with a sense of purpose or adapt when problems arose. All these weaknesses together made them ineffective leaders, regardless of their formal position.
4. Analytic intelligence vs. wisdom
At the start of their careers, individuals may be chosen for leadership roles based mainly on analytic intelligence. This makes sense because organizations often value problem-solving ability, critical thinking, and academic achievement. However, over time, as leaders gain more experience, intelligence alone is not enough. Leaders must learn from their successes and failures, which develops judgment, perspective, and empathy—qualities that go beyond intelligence. This is where wisdom comes in. Wisdom is not just another word for intelligence. While intelligence focuses on solving problems and processing information, wisdom includes knowing how, when, and why to apply knowledge in a way that benefits others. It reflects maturity, balance, and the ability to see the bigger picture. In other words, wisdom grows from intelligence but also from experience, reflection, and moral grounding.
5. Downsizing and practical intelligence
Downsizing puts great pressure on organizations, forcing them to do more with fewer people. Leaders and employees need practical intelligence to cope. Practical intelligence involves applying knowledge in real-life situations, finding shortcuts, and adapting processes. During downsizing, leaders must reorganize work, redistribute responsibilities, and maintain morale despite fewer resources. Employees also need practical intelligence to adjust to heavier workloads and new expectations. Organizations that have high levels of practical intelligence can handle downsizing smoothly because they find creative ways to cut costs while still delivering results. In contrast, organizations without practical intelligence may struggle, lose productivity, and damage morale.
6. Organizational creativity
Creativity is usually thought of as an individual trait, but some organizations are clearly more creative than others. An organization’s creativity depends on several factors. Leadership style plays a big role—leaders who encourage risk-taking, experimentation, and openness to new ideas foster creativity. Culture is equally important. In organizations where people feel safe to share unconventional ideas without fear of punishment, creativity flourishes. Structure also matters: flexible structures that allow communication across levels and departments are more creative than rigid, bureaucratic ones. Finally, resources such as time, technology, and funding support experimentation and innovation. For example, companies like Google or 3M are known for their organizational creativity because they invest in people, culture, and freedom, while bureaucratic organizations with strict rules and little flexibility often stifle creativity.
7. Leaders and emotional perception
Good leaders can accurately perceive emotions in themselves and others, and this ability gives them an advantage in leading effectively. Leaders who can read emotions are better at motivating their teams, managing conflict, and inspiring followers. They can sense when morale is low, when tension is rising, or when a team member needs encouragement. Leaders who can also leverage emotions—using enthusiasm to energize others or calmness to stabilize a group—are far more effective than those who ignore emotions.
To determine whether leaders can really do this, organizations can use several methods. 360-degree feedback from team members is useful because it reflects how leaders’ actions are experienced by others. Observation of how leaders handle crises or conflicts can also reveal their emotional intelligence in action. Additionally, emotional intelligence assessments can measure leaders’ empathy, self-awareness, and emotional regulation. If leaders consistently demonstrate awareness of emotional cues and use them to improve performance, it is clear that their ability to perceive and leverage emotions makes them better leaders.

2411011106

1. Professional athletes succeed when they have the right combination of personality traits, intelligence, and emotional abilities. Conscientiousness and emotional stability are often decisive, since discipline and composure under pressure directly affect performance. Emotional intelligence also matters because athletes must regulate stress and rebound from failure quickly. Coaches, however, require a different configuration. While they still benefit from conscientiousness, they must rely even more on empathy, social awareness, and adaptability, because their role is to lead and motivate others. A coach without strong emotional intelligence cannot effectively manage conflicts or inspire trust. Different sports also emphasize traits differently. A basketball point guard needs creativity and quick analytic decisions, while a marathon runner relies more on perseverance and inner regulation. This shows that success depends not only on the general traits but also on how they interact with the unique demands of the role and the sport.

2. The relative importance of different forms of intelligence varies dramatically across professions. Politicians need emotional and practical intelligence most, since their success depends on persuasion, coalition-building, and navigating complex power systems. Analytic ability and creativity help but are secondary to interpersonal skill and pragmatic savvy. College professors, by contrast, rely first on analytic intelligence for research and knowledge creation, and second on creativity to generate new ideas and innovative teaching. Emotional and practical intelligence are still relevant, especially for mentoring and academic politics, but not to the same extent. Store managers face yet another arrangement: their effectiveness rests on practical intelligence to coordinate logistics and operations, while emotional intelligence is crucial for handling employees and customers. Analytic and creative abilities add value but play smaller roles. What this comparison shows is that intelligence is not universally ranked; rather, context reshapes what matters most.

3. When considering ineffective leaders, their failures often stem less from a lack of raw intelligence and more from deficits in emotional and interpersonal capabilities. Leaders who lack self-awareness struggle to regulate their own emotions and often project stress or frustration onto others, creating tension within teams. Poor communicators leave their teams uncertain about goals or priorities, which reduces cohesion and productivity. A refusal to listen or accept feedback can also be devastating, as it prevents adaptation and alienates followers who feel undervalued. Some ineffective leaders suffer from inflexibility, clinging to old strategies even when circumstances change. Others cultivate a culture of blame rather than accountability, quickly undermining trust and commitment. Both extremes of engagement—micromanaging to the point of suffocation or disengaging to the point of absence—leave teams demoralized and directionless. These patterns show that ineffective leadership usually results not from intellectual incompetence but from an inability to connect with others, adapt to challenges, and foster an environment in which people feel motivated to perform.

4. Analytic intelligence may explain why some individuals are selected for leadership roles early in their careers, but it is rarely sufficient for sustaining effectiveness over time. As leaders gain experience, wisdom emerges as the more important quality. Wisdom is not merely an extension of intelligence; it involves a combination of long-term perspective, moral reasoning, tolerance for ambiguity, and the ability to balance competing interests. A wise leader integrates lessons from diverse experiences, understands the human side of organizational decisions, and prioritizes values as well as outcomes. Many highly intelligent people never achieve wisdom because they lack reflection, humility, or the willingness to learn from failure. This suggests that intelligence may open the door to opportunity, but wisdom keeps leaders effective as they face increasingly complex problems that cannot be solved by analysis alone. The distinction between the two becomes especially apparent in situations requiring ethical judgment or where decisions have far-reaching consequences that extend beyond measurable outcomes.

5. Downsizing highlights the importance of practical intelligence not only in individuals but also in organizations. While cutting staff can temporarily improve efficiency by reducing redundancy, it often strips the organization of valuable tacit knowledge. Employees who leave take with them insights into processes, informal networks, and problem-solving techniques that cannot easily be captured in manuals or databases. The survivors of downsizing often experience increased workloads, stress, and uncertainty, all of which can reduce collective problem-solving capacity. Unless managed carefully with knowledge transfer programs and deliberate restructuring, downsizing diminishes rather than strengthens organizational intelligence. In rare cases, when paired with thoughtful redesign, downsizing may force simplification of overly complex systems and thereby sharpen decision-making. More often, however, it erodes the organization’s ability to respond flexibly and intelligently to new challenges, proving that practical intelligence exists at the group level as much as in individuals.

6. Creativity is often viewed as the gift of individuals, yet organizations differ dramatically in how creative they are. Certain environments foster creativity through leadership that encourages risk-taking, values diverse perspectives, and provides psychological safety for experimentation. In these contexts, employees feel empowered to share ideas, even those that are untested or unconventional, because failure is not punished but treated as a step toward learning. Structural factors also matter: organizations with cross-functional teams, resource flexibility, and decentralized decision-making tend to be more innovative. Conversely, rigid bureaucracies that prioritize control and efficiency suppress creative expression, even when individuals within them are imaginative. The extent to which an organization maintains strong external networks and engages with diverse stakeholders also affects creativity, as exposure to new ideas fuels innovation. Creativity, then, is not merely an individual trait but a property of organizational climate, structure, and leadership, which explains why some companies consistently innovate while others struggle to move beyond routine.

7.Better leaders are often those who can perceive and leverage emotions accurately, and the relationship between emotional intelligence and leadership effectiveness has gained strong empirical support. Leaders with high emotional intelligence are more likely to detect changes in team morale, recognize the subtle signals of conflict, and respond in ways that maintain trust and cohesion. They can inspire motivation during stressful times by channeling emotions productively rather than suppressing them or allowing them to spiral. The challenge lies in demonstrating this beyond anecdotal observation. Researchers address this through a combination of measures, including validated emotional intelligence assessments, multi-source feedback from subordinates and peers, and behavioral observation of leaders in action. Outcomes such as employee engagement, turnover, and team performance provide further evidence. When teams under emotionally intelligent leaders consistently perform better, it becomes difficult to argue against the central role of emotional awareness in leadership. The ability to understand and act upon emotions is not simply a nice addition to technical skill; it is a defining characteristic of leaders who can adapt, sustain morale, and achieve results in complex environments.

Fazira Ulima Tsany
2411011128

1. Successful professional athletes are likely to benefit from particular combinations of OCEAN traits, cognitive abilities, and components of emotional intelligence. Conscientiousness predicts discipline, persistence, and reliability in training and performance. Emotional stability supports stress tolerance under pressure, openness aids adaptation to new techniques, extraversion enhances teamwork in social sports, and agreeableness facilitates cooperation though excess may reduce competitiveness. Practical intelligence enables real-time tactical decisions, creative intelligence allows improvisation, analytic intelligence supports strategy and pattern recognition, and emotional intelligence sustains motivation and resilience. Coaches require stronger conscientiousness, agreeableness, and openness, paired with higher analytic and practical intelligence to design strategies and translate them into teachable systems. Elevated emotional intelligence enables them to manage personalities, motivate, and resolve conflict. In tactical sports, analytic intelligence and conscientiousness dominate, while in improvisational sports creativity and openness are crucial. Team sports highlight interpersonal skills, whereas individual sports rely on self-regulation and intrinsic drive.

2. For politicians, emotional intelligence ranks highest, followed by practical, analytic, and creative intelligence. For professors, analytic intelligence is most critical, followed by creative, practical, and then emotional intelligence. For store managers, practical intelligence comes first, then emotional, analytic, and creative intelligence. Context alters these rankings: crises elevate practical intelligence, reform demands emphasize creativity, and institutional norms shift relative importance.

3. Ineffective leaders often lack vision, clarity, and communication, producing confusion and distrust. Deficits in emotional intelligenc, such as poor empathy, low self-awareness, and weak emotion regulation, generate conflict and disengagement. Inflexibility, intolerance of dissent, and either micromanagement or neglect prevent organizational growth. Lack of integrity undermines legitimacy, while poor decision-making leads to indecision or reckless choices. Technical incompetence combined with resistance to learning further erodes effectiveness. The most damaging leaders often pair knowledge with interpersonal insensitivity, failing to mobilize people despite technical competence.

4. Analytic intelligence may drive early leadership success, but over time wisdom becomes the more critical quality. Wisdom is not merely intelligence but an integration of perspective-taking, long-term orientation, moral reasoning, and pragmatic judgment. Leaders shift from fluid problem-solving to crystallized knowledge and contextual judgment, relying increasingly on humility, reflection, and ethical insight. Effective leadership evolves into a balance of cognitive ability with experience-based wisdom.

5. Downsizing can diminish organizational practical intelligence by draining tacit knowledge, eroding morale, and overloading remaining employees, thus impairing situational awareness and decision quality. However, strategically executed downsizing that safeguards institutional memory, supports employees, and aligns with process redesign may sharpen priorities, streamline decision-making, and enhance responsiveness. Poorly managed downsizing reduces intelligence, carefully planned restructuring may, in rare cases, strengthen it.

6. Organizations differ in their creativity based on leadership, culture, and structural design. Leaders who encourage experimentation and tolerate risk foster creativity. Cultures of psychological safety, diversity of perspectives, and flat structures promote idea generation. Resource slack, supportive reward systems, and openness to external networks enhance exploration and innovation. Processes that enable idea development and absorptive capacity to integrate external knowledge further amplify organizational creativity. Conversely, bureaucratic inertia, punitive cultures, and narrow performance metrics stifle it.

7. Leaders with stronger emotional intelligence perceive and leverage emotions more effectively, fostering trust, cohesion, and motivation. Empirical evidence requires multi-method assessment: validated ability-based EI measures, 360-degree feedback, behavioral coding of leader interactions, and physiological markers of regulation under stress. Outcomes such as engagement, retention, performance, and conflict resolution link EI to organizational success. Longitudinal and experimental designs demonstrate causality, showing whether enhanced EI precedes improved team outcomes. Integrative measurement across psychometric, behavioral, and outcome domains provides the strongest evidence of leaders’ emotional competence.

Steven Wirawan

2411011022

1. Athletes and Personality

Athletes usually succeed when they’re disciplined (high conscientiousness), calm under pressure (low neuroticism), and able to work with others (moderate agreeableness and extraversion). They also need emotional control and quick decision-making — what we’d call practical intelligence. A tennis player might lean more on self-control, while a basketball player needs communication and teamwork.

Coaches need some of the same traits, but they can’t just play well themselves — they need to bring out the best in others. That means higher emotional intelligence, patience, and the ability to think strategically over the long run. The “best player” doesn’t always make the best coach because the jobs require different mindsets.


2. Ranking Intelligence for Different Jobs

• Politicians: Emotional intelligence comes first — reading people, building coalitions, handling conflict. Then practical smarts (getting deals done), then analytic (knowing policy), and finally creativity (coming up with new ideas).

• Professors: Here analytic intelligence leads — deep thinking and research. Creativity comes next for fresh ideas, then practical skills for managing classes or labs, and finally emotional intelligence, which helps with students but is often overlooked.

• Store Managers: Practical intelligence is #1 — solving daily problems and keeping things running. Emotional intelligence is close behind for motivating staff. Analytic helps with scheduling and data, while creativity is nice but not as critical.



3. Why Some Leaders Fail

The worst leaders I’ve seen weren’t “dumb” — they often lacked emotional awareness. They couldn’t regulate their tempers, didn’t listen to people, or were too rigid to adapt. Some talked big but couldn’t follow through. Others micromanaged or avoided responsibility. In short, people usually fail as leaders not because of low IQ, but because they lack empathy, humility, or common sense.


4. Intelligence vs. Wisdom

People often get leadership roles young because they’re “smart” in the analytic sense. But over time, experience matters more. Wisdom isn’t just being intelligent — it’s knowing when to speak and when to stay quiet, how to balance competing needs, and how to look beyond yourself. Intelligence gets you in the door, but wisdom keeps people following you.


5. Downsizing and Practical Intelligence

When organizations downsize, they often lose people who carry years of experience and “know-how.” That hurts the company’s practical intelligence because the shortcuts, lessons learned, and insider knowledge walk out the door. Unless the company works hard to keep or pass on that tacit knowledge, decision-making gets weaker.


6. Organizational Creativity

We think of creativity as an individual trait, but organizations can be “more creative” too. Companies that encourage idea-sharing, accept mistakes as part of learning, and mix people from different backgrounds tend to generate more new solutions. In contrast, rigid, fearful workplaces crush creativity, no matter how talented the people are.


7. Leaders and Emotions

Better leaders do pick up on emotions more accurately and use them to guide their teams. You can test this in a few ways: ask people around them (360° feedback), watch them in high-pressure meetings, or measure team morale and performance. If a leader consistently lifts people up when tensions are high, that’s a sign they’re emotionally sharp.

Nadiyah Putri Mailika
2491011012

1. Sports professionals have the chance to succeed more if they have some of the OCEAN personality traits like conscientiousness, which provokes discipline and relentless effort, and stability, allowing them to handle pressure and stress during matches. Openness is also helpful as it helps athletes adapt to new strategies and competitors. Traits of emotional intelligence like self-regulation, motivation, and empathy help the players remain focused and collaborate. Coaches may require subtly different qualities, such as agreeableness to build trust and rapport, and extraversion to engage and communicate effectively with athletes. The type of the qualities may also vary across sports—team sports, for example, may require greater social ability and emotional intelligence, with individual sports depending more on self-regulation and focus.

2. Politicians have the most to benefit from emotional intelligence since it helps them connect with others, inspire followers, and solve conflicts. Next would be practical intelligence because it helps in making sound real-life choices, followed by analytic intelligence to analyze complex policies, and creative intelligence in the process of developing innovative campaigns or policies. For university professors, the order changes—the most valuable is analytic intelligence to expound on difficult concepts, followed by creative intelligence to come up with new concepts in scholarship and teaching, emotional intelligence to relate to students, and practical intelligence as less but still helpful for dealing with academic responsibilities. For Walmart or Aldi store managers, practical intelligence is most in demand as it helps them manage operations, solve problems, and handle logistics; emotional intelligence is next because they interact with workers and customers; analytic intelligence helps for data-driven decision making; and creative intelligence is least required but also helpful in problem solving.

3. Ineffective leaders were more likely to fail because they lacked essential characteristics such as emotional intelligence, which made them unable to handle conflict, inspire others, or notice the needs of others. They were also vision-less and lacking in originality, such that their followers did not know the direction in which they were headed. Unpredictability and unreliability, expressions of low conscientiousness, made others suspicious of them. Additionally, other poor leaders were poor listeners and prohibited useful feedback from their subordinates. These flaws led to low motivation, poor team performance, and thus the failure to achieve goals.

4. While analytic intelligence may help individuals assume leadership roles at an early age, the more time advances, the greater the role played by wisdom. Wisdom is not intelligence in a different guise; it is beyond raw intelligence. It includes qualities such as sound judgment, ethical reasoning, humility, experience-based learning, and balanced judgment while taking decisions. A technically capable leader who relies only on intelligence will be able to take technically correct but ethically poor or impractical decisions, while a wise leader will be more inclined to consider long-term consequences, values, and the well-being of people alongside rational thinking.

5. Downsizing is a critical test and discovery of an organization's practical intelligence. When done judiciously, downsizing can facilitate the conservation of resources, focus of strategic aims, and conservation of critical talent. However, in the event of incompetence, it can damage the morale of employees, destroy the company's image, and bring about decline in long-term performance. High practical intelligence leaders approach downsizing with caution by thinking ahead, being transparent in communication with the employees, and carrying it out fairly and humanely.

6. Creativity is often seen as an individual trait, but organizations can differ based on how creative they are as well. An organization's creativity level is influenced by numerous things, such as the kind of culture it has, the leadership style it adopts, diversity, the structure, and availability of resources. As an example, organizations with an experimental and innovative culture are likely to be creative. Risk-taking leaders who refuse to punish failure also are responsible for innovation. Diverse teams bring ideas that produce novel solutions, and loose structures and adequate resources provide the space and the materials in which innovative ideas can develop.

7. Greater leaders tend to be good readers of emotions, understand them in context, and use them well to motivate and direct others. Emotional intelligence leaders are better able to solve conflicts, build trust, and create positive team relationships. To determine whether leaders can tap into emotions, the companies could use emotional intelligence tests, gather 360-degree feedback from coworkers and subordinates, or track real results such as employee engagement, morale, and turnover. Such leaders, who again and again demonstrate an ability to empathize and manage feelings, build stronger, more resilient, and more motivated teams.

1. OCEAN Traits, Intelligence, and EQ for Professional Sports Players and Coaches

Professional athletes benefit greatly from certain OCEAN personality traits. High conscientiousness (discipline, commitment) and emotional stability (resilience under pressure) are crucial for success. Extraversion helps in team sports where communication and energy are important, while openness allows players to adapt to new strategies.

In terms of intelligence components, practical intelligence (knowing how to adapt and apply skills in real-world competition) and emotional intelligence (EQ) (managing stress, teamwork, and self-control) are vital.

For coaches, while many of the same traits apply, the emphasis shifts. Coaches need strong agreeableness (to build trust and relationships), high EQ (to motivate diverse personalities), and analytic intelligence (to read the game, create strategies). Different sports may emphasize different traits—for example, individual sports may require athletes to be more self-reliant and internally motivated, while team sports put a premium on communication and teamwork.

2. Intelligence Rankings for Politicians, Professors, and Store Managers

For politicians, the most important would be:

Emotional intelligence – to connect with the public, build alliances, and manage conflicts.

Practical intelligence – to navigate complex systems and make workable policies.

Analytic intelligence – to process information and develop arguments.

Creative intelligence – to innovate and inspire with new ideas.

For college professors, the order might shift:

Analytic intelligence – needed for research and teaching complex topics.

Creative intelligence – for innovation in research and pedagogy.

Emotional intelligence – to connect with students and colleagues.

Practical intelligence – to manage academic and institutional demands.

For store managers (e.g., Walmart or Aldi):

Practical intelligence – solving day-to-day operational problems.

Emotional intelligence – managing employees and customer relations.

Analytic intelligence – tracking performance data and improving efficiency.

Creative intelligence – less critical but useful for process improvements.

3. Attributes of Ineffective Leaders

Ineffective leaders I have encountered often lacked emotional intelligence—they could not read others’ feelings or manage their own emotions. Many also lacked vision or the ability to communicate goals clearly. Others showed low conscientiousness, being disorganized or inconsistent. Perhaps most damaging were leaders who lacked integrity, which destroyed trust.

4. Intelligence vs. Wisdom Over Time

Early in a career, leaders may stand out because of analytic intelligence (good test scores, technical problem-solving). But over time, experience transforms intelligence into wisdom. Wisdom is not just intelligence—it combines knowledge, judgment, empathy, and perspective. Unlike raw intelligence, wisdom reflects the ability to make sound decisions in complex, human-centered situations.

5. Downsizing and Practical Intelligence

Downsizing tests an organization’s practical intelligence. Leaders must apply judgment in deciding how to reduce costs while still maintaining morale, productivity, and long-term competitiveness. Poorly managed downsizing shows a lack of practical intelligence because it often damages trust, culture, and future performance.

6. Organizational Creativity

Yes, organizations themselves can be more creative than others. Factors that influence this include:

Culture that encourages innovation and risk-taking.

Leadership that supports new ideas rather than punishes failure.

Diversity of perspectives, which sparks new solutions.

Resources and flexibility that allow experimentation.

Organizations like Google or Pixar are often seen as creative not just because of individual employees, but because the system and culture support creativity.

7. Leaders and Emotional Perception

Better leaders can indeed perceive and leverage emotions more accurately. They recognize morale shifts, sense conflict early, and motivate others effectively. To determine this, one could measure:

Employee surveys (showing satisfaction, trust, and engagement).

Team performance and cohesion under the leader.

360-degree feedback assessing a leader’s ability to read and manage emotions.

Leaders who score highly on these measures typically demonstrate high emotional intelligence in practice.

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1. Sports players vs coaches (traits & intelligence):

Players: Success linked to Conscientiousness (discipline), low Neuroticism (emotional stability), and Practical Intelligence (game sense). EQ self-regulation helps under pressure. Traits like Openness or Extraversion depend on the sport (e.g., creativity in basketball, calm focus in golf).

Coaches: Need many of the same, but more emphasis on Openness (strategy innovation), Agreeableness & Extraversion (communication, motivation), and high EQ (managing people).

Different sports: Team sports require social traits (Extraversion, Agreeableness); individual sports reward focus and calmness.


2. Ranking intelligence types:

Politicians: Practical > Emotional > Analytic > Creative. They need savvy, people skills, then policy knowledge, then new ideas.

Professors: Analytic > Creative > Practical > Emotional. Deep thinking first, then innovation, then navigating academia, then teaching/mentoring.

Store Managers: Practical > Emotional > Analytic > Creative. Operations and people management come first; data use is secondary; creativity is useful but less critical.


3. Ineffective leaders:
They often lacked emotional control, empathy, clear communication, conscientiousness, and openness. Many were rigid, micromanaging, or unfair — which destroyed trust and motivation.

4. Intelligence vs wisdom:
Early success often comes from Analytic Intelligence (smart problem-solving). With experience, Practical Intelligence and Emotional Intelligence become more important.

Wisdom is not just intelligence — it adds judgment, perspective, moral balance, and reflection gained from experience.


5. Downsizing & practical intelligence:
Usually reduces practical intelligence because experienced people and knowledge are lost. It may only help if paired with smarter processes, knowledge capture, and redesign of roles.

6. Organizational creativity:
Yes, some are more creative. Creativity grows when there’s psychological safety, diverse perspectives, supportive leadership, resources to experiment, and processes for capturing ideas.

7. Leaders and emotions:
Better leaders do recognize and use emotions to motivate and resolve conflicts.
You could measure this with emotion-recognition tests, situational judgment tests, 360° feedback from teams, or studying team performance after EI training.

muhamad al fath herkan
2491011011

1. Professional athletes succeed when their personality traits and intelligences function like productive human capital. High conscientiousness and emotional stability reduce the risk of inconsistent performance, while practical intelligence and emotional regulation help players make quick, efficient decisions in uncertain environments. Coaches, by contrast, need stronger social and practical intelligence because they allocate resources, design strategies, and coordinate team output, much like managers. Different sports reward different traits: in individual sports the focus is on maximizing personal efficiency, while in team sports emotional intelligence and agreeableness matter more because coordination is a public good problem.

2. The value of intelligence types varies by occupation. For politicians, practical intelligence ranks highest because bargaining and coalition-building drive results, followed by emotional intelligence for persuasion, then analytic and creative skills. Professors, on the other hand, rely most heavily on analytic and creative intelligence for research and innovation, with practical intelligence useful for navigating institutions and emotional intelligence for teaching. Store managers at Walmart or Aldi place the highest premium on practical intelligence for logistics and operations, while emotional intelligence is critical for motivating staff and handling turnover. Analytic and creative intelligence play smaller but still relevant roles in efficiency and process improvements.

3. Ineffective leaders often destroy value by creating inefficiencies. Poor communication leads to information asymmetries that misallocate effort, micromanagement raises transaction costs, inconsistency creates policy uncertainty that discourages investment in effort, and lack of empathy drives up turnover costs. Leaders without vision fail to generate long-run growth strategies, leaving their teams stagnant. Economically, these deficiencies increase costs and reduce productivity, making such leaders inefficient allocators of both human and organizational capital.

4. Early in a career, analytic intelligence provides the strongest signal of ability and delivers the highest returns in competitive environments. Over time, however, experience accumulates into a form of wisdom that differs from raw intelligence. Wisdom can be thought of as crystallized knowledge capital combined with the ability to balance trade-offs between efficiency and fairness or between short- and long-run outcomes. In this sense, wisdom reduces the cost of poor decisions under uncertainty, making it an advanced form of leadership capital distinct from, but built upon, intelligence.

5. Downsizing affects practical intelligence in organizations by reducing the stock of tacit knowledge embedded in employees. While cutting staff may create short-term cost savings and appear efficient, it weakens informal networks, increases adjustment costs, and reduces adaptability. The trade-off is between immediate budget efficiency and the long-term erosion of problem-solving capacity. Without deliberate knowledge transfer or cross-training, downsizing usually lowers the overall level of organizational practical intelligence.

6. Some organizations are more creative than others because their structures and incentives reduce or increase the cost of innovation. Firms that reward experimentation, allow slack resources, encourage diversity, and maintain flatter hierarchies create environments where new ideas can be tested at lower transaction costs. In contrast, rigid hierarchies or risk-averse incentives discourage innovation. Just as competitive markets tend to foster more innovation than monopolies, organizations embedded in open, dynamic environments tend to be more creative than those in stable, closed systems.

7. Better leaders do tend to perceive and leverage emotions more accurately, and this ability functions like a form of leadership capital that enhances team performance. By managing the emotional climate of their teams, leaders can raise productivity, lower turnover, and stabilize morale, all of which reduce organizational costs. Economically, the benefits of emotional intelligence can be measured by linking leader EQ assessments with tangible outcomes such as worker productivity, retention rates, or efficiency gains. If high-EQ leaders consistently achieve superior results, it shows that emotional intelligence is not just a personal trait but a valuable organizational asset.

2411011054

1. Professional sports players often benefit from high conscientiousness (discipline, persistence), openness (adaptability to strategies), and low neuroticism (staying calm under pressure). Strong emotional intelligence (self-regulation, motivation, and teamwork) also boosts performance, especially in team sports. For coaches, traits like agreeableness (empathy, communication) and extraversion (leadership, influence) matter more than for players. Intelligence components differ as well: players rely more on practical and bodily-kinesthetic intelligence, while coaches need analytic and emotional intelligence to plan, adapt, and motivate.
2. Ranking intelligences for politicians, professors, and managers
For politicians, emotional intelligence likely ranks highest, since understanding and influencing people is essential, followed by practical intelligence for strategy, analytic intelligence for policy, and finally creative intelligence for innovation. College professors, by contrast, rely most on analytic intelligence for research and teaching, creative intelligence to present ideas in new ways, practical intelligence to manage workload, and emotional intelligence for mentoring. Store managers at Walmart or Aldi need practical intelligence first (handling logistics, staff, and crises), then emotional intelligence for motivating employees and serving customers, analytic intelligence for data-driven decisions, and creative intelligence for problem-solving and improvements. So the ranking shifts depending on the role’s demands.
3. Ineffective leaders often lack self-awareness and emotional control, leading to poor communication and demotivation among their team. Many also lack vision or decisiveness, creating confusion and inconsistency. Some may have strong technical or analytic skills but fail to connect with people, ignoring the importance of trust and respect. Others show arrogance or rigidity, refusing to adapt or accept feedback. Ultimately, ineffective leaders are often missing the balance between competence, empathy, and adaptability, which makes them incapable of inspiring or guiding others effectively.
4. Early in careers, individuals are often noticed for their analytic intelligence—quick problem-solving and technical skills. However, as they gain experience, other qualities like judgment, perspective, and empathy become more critical. This is where wisdom emerges. Wisdom is not just intelligence; it combines knowledge with experience, emotional regulation, ethical reasoning, and the ability to see the bigger picture. Over time, wise leaders can make more balanced and sustainable decisions than those who rely on intelligence alone, since wisdom integrates both rationality and humanity.
5. Downsizing can be a test of an organization’s practical intelligence. Leaders must manage not only the logistics of reducing staff but also the morale and productivity of those who remain. Organizations with high practical intelligence handle downsizing transparently, plan for long-term recovery, and support employees through transitions. Poorly handled downsizing, however, creates distrust, lowers motivation, and may even damage the company’s reputation. Thus, practical intelligence is reflected in whether downsizing strengthens resilience or undermines organizational capacity.
6. Organizational creativity
Yes, organizations can be more creative than others. Factors that affect organizational creativity include culture (supportive vs. rigid), leadership (encouraging experimentation vs. punishing mistakes), resources (time, funding, tools), and diversity (different perspectives and experiences). Structures that encourage collaboration, psychological safety, and autonomy foster innovation. Conversely, overly hierarchical or risk-averse organizations stifle creativity even if individual employees are innovative. In this sense, creativity becomes not just an individual trait but also a systemic organizational capability.
7. Leaders and emotions
Better leaders often can perceive and leverage emotions more accurately, which enhances trust, motivation, and performance in their teams. Emotional intelligence allows leaders to sense morale, anticipate conflicts, and inspire commitment by connecting on a human level. To determine if leaders truly have this ability, one could measure outcomes such as employee engagement, retention, or satisfaction. Additionally, 360-degree feedback, observational assessments, or simulations could test whether leaders recognize emotional cues and respond appropriately. Ultimately, leaders who can understand and channel emotions effectively tend to foster stronger, more cohesive teams.

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1. Personality and Intelligence in Sports
Successful professional sports players benefit from a specific mix of personality traits and intelligence components. Conscientiousness is crucial for discipline, hard work, and persistence. Players need high extraversion to thrive in team environments, communicate effectively, and handle the public spotlight. Low neuroticism (high emotional stability) is vital for maintaining composure under pressure and bouncing back from setbacks or losses. In terms of intelligence, high emotional intelligence (EQ) is extremely important for a player to manage their own emotions, stay motivated, and build rapport with teammates. Practical intelligence is also key, as it enables them to make quick, smart decisions on the field.
Successful coaches need a different, but overlapping, set of traits. While they also benefit from low neuroticism and high conscientiousness, they may require higher levels of agreeableness to build strong relationships and empathy with a diverse group of players. Their emotional intelligence needs to be even more advanced than a player's, as they must not only understand their own emotions but also perceive and manage the emotions of an entire team. Coaches also need a high degree of practical intelligence to quickly adapt strategies during a game and creative intelligence to develop innovative game plans and training methods.
The specific traits needed can also vary by sport. A successful quarterback in football might need a high degree of analytic intelligence to quickly process complex plays and defensive schemes, while a long-distance runner might rely more on high conscientiousness and a strong internal sense of motivation. Similarly, a coach for an individual sport like tennis might need a strong focus on one-on-one relationships (high EQ) and individual development, whereas a coach for a team sport like basketball needs to be a master of group dynamics and communication.

2. Ranking Intelligence for Various Professions
The importance of different types of intelligence varies significantly across professions.
For politicians, the ranking would likely be:
* Emotional intelligence: This is the most critical. Politicians must be masters of reading and influencing public emotion, building rapport with voters and colleagues, and managing their own stress and public image.
* Practical intelligence: Crucial for navigating the unwritten rules of politics, understanding public sentiment, and implementing policies in a messy, real-world context.
* Creative intelligence: Important for developing innovative solutions to complex societal problems and crafting a compelling vision that inspires people.
* Analytic intelligence: While useful for understanding policy details and economic data, it is often less of a direct driver of success than the other three. Many politicians rely on staff for this.
For college professors, the ranking would be:
* Analytic intelligence: This is paramount. A professor's primary job is to be an expert in a specific field, which requires deep, logical, and often abstract reasoning skills.
* Creative intelligence: Important for developing new theories, designing novel research, and presenting complex material in an engaging way.
* Emotional intelligence: Helpful for interacting with students and colleagues and providing mentorship.
* Practical intelligence: Least important, as the academic environment is often less focused on "street smarts" and more on specialized knowledge.
For a store manager at a major retailer like Walmart or Aldi, the ranking would be:
* Practical intelligence: The most important. They must be able to handle daily operational challenges, manage employee schedules, and solve problems on the fly.
* Emotional intelligence: Critical for managing and motivating a diverse team of employees, dealing with customer complaints, and maintaining a positive work environment.
* Analytic intelligence: Useful for analyzing sales data, inventory reports, and labor costs.
* Creative intelligence: Least important, as the role is generally focused on adhering to established corporate procedures rather than creating new ones.

3. Attributes of Ineffective Leaders
Ineffective leaders often have a number of shared attributes, but what they lack is often more telling. They frequently lack emotional intelligence, which manifests as a lack of empathy, an inability to listen, and poor self-awareness. This often leads to micromanagement, as they don't trust their employees and feel the need to control every detail. They also tend to be resistant to change, rigidly adhering to outdated methods even when they are no longer effective. This stems from a lack of creativity and an unwillingness to take risks.
Additionally, ineffective leaders often lack accountability, blaming others for failures while taking credit for successes. They also tend to be poor communicators, failing to set clear expectations or provide constructive feedback.

4. Intelligence, Experience, and Wisdom in Leadership
Individuals are often selected for leadership roles early in their careers based on their analytic intelligence (IQ), as this is what's typically measured in academic and professional settings. They are promoted for being "smart" and having the right answers.
Over time and with experience, however, the emphasis shifts. As leaders encounter more complex and nuanced problems that lack clear solutions, they must rely on other forms of intelligence. This is where the concept of wisdom becomes crucial. Wisdom is not just another word for intelligence; it's something different. While intelligence is about knowing and understanding, wisdom is about knowing how to apply that knowledge in a balanced and ethical way. It involves considering multiple perspectives, understanding the long-term consequences of a decision, and having the courage to act for the greater good, even when it is not the most popular or easiest path. It's intelligence applied with judgment, experience, and a moral compass.

5. Downsizing and Practical Intelligence
Downsizing, or a reduction in force, can significantly impact an organization's overall level of practical intelligence, and usually not in a positive way. Practical intelligence is often a form of tacit knowledge—the "know-how" that employees have built up over years of experience. This knowledge is not always written down in a manual; it's the institutional memory of how things really get done.
When a company downsizes, it often lays off employees with a wealth of this practical intelligence. As a result, the remaining employees may struggle to perform their tasks effectively because they lack the collective "street smarts" and institutional knowledge of their departed colleagues. This can lead to a loss of productivity, a decline in service quality, and a general disruption of the organization's ability to solve problems efficiently.

6. Organizational Creativity
Yes, some organizations are definitely more creative than others. While creativity originates from individuals, it is heavily influenced and either nurtured or stifled by the organizational environment. An organization's level of creativity is affected by several factors:
* Organizational Culture: A culture that values risk-taking, tolerates failure, and encourages open communication and diverse perspectives is more likely to foster creativity.
* Leadership and Management: Leaders who provide a clear vision but empower their teams to find innovative solutions, rather than micromanaging them, are critical for creativity.
* Resources and Time: Employees need access to the necessary resources (e.g., funding, technology) and dedicated time to brainstorm, experiment, and develop new ideas.
* Diversity: Teams with a mix of backgrounds, experiences, and skill sets are more likely to generate novel ideas.
* Psychological Safety: Employees must feel safe to express unconventional ideas without fear of judgment or retribution.

7. Leaders and Emotional Perception
Better leaders can more accurately perceive and leverage emotions. This ability is a core component of emotional intelligence and a hallmark of effective leadership. Leaders with high emotional intelligence are adept at understanding the moods, motivations, and emotional needs of their followers, which allows them to connect on a deeper level, inspire trust, and motivate their teams.
You could determine this with a multi-faceted assessment approach:
* 360-Degree Feedback: Gather feedback from peers, subordinates, and superiors on a leader's empathy, communication style, and ability to manage interpersonal conflicts.
* Behavioral Observations: Observe a leader's behavior in high-stakes situations, such as team meetings, difficult conversations, or during a crisis. Look for signs of active listening, emotional regulation, and empathetic responses.
* Emotional Intelligence Assessments: Administer validated psychological tests that measure different components of emotional intelligence, such as emotional perception and social skills.
* Outcome Analysis: Correlate a leader's emotional intelligence scores with objective team performance metrics, employee morale scores, and turnover rates. A positive correlation would suggest that higher emotional intelligence contributes to better leadership outcomes.

1. For professional players, the key isn't necessarily textbook smarts, but a unique mix of discipline and mental toughness. They need extremely high Conscientiousness (for relentless training and focus) and low Neuroticism (to be resilient and emotionally stable under pressure). On the intelligence side, Practical Intelligence—or "game smarts"—is paramount for making split-second decisions on the field. Coaches are a different story. They need strong Emotional Intelligence (EQ) above all else, which allows them to connect with and motivate a diverse team. They also need high Agreeableness (for relationship building and conflict resolution) and Analytic Intelligence (for strategy and scouting).

2. The ranking of intelligence components would not be the same for the three professions because their core demands differ significantly: for a Politician, Emotional Intelligence (EQ) is most important for persuasion and coalition building, followed by Practical Intelligence for navigating the system, with Analytic and Creative Intelligence being less critical. A College Professor needs maximum Analytic Intelligence for research and theory, closely followed by Creative Intelligence for generating new ideas, with EQ and Practical Intelligence being less central. A Store Manager prioritizes Practical Intelligence for daily operational problem-solving, closely followed by EQ for effective staff and customer management, with Analytic and Creative Intelligence being least crucial in their standardized, high-volume environment.

3.Ineffective leaders often lacked Emotional Intelligence (EQ), manifesting as a failure to demonstrate empathy or self-awareness, which meant they couldn't motivate their teams or handle their own stress productively. More critically, they often lacked a clear vision or strategic direction, causing the team to feel aimless, and they failed to practice accountability, frequently shifting blame or avoiding responsibility for mistakes. Instead, they tended to display counterproductive attributes like micromanagement, poor communication (either unclear or infrequent), and a stubborn resistance to change, resulting in low team morale, stagnation, and high turnover.

4. Success in leadership shifts significantly over time; while analytic intelligence (IQ) is a strong predictor of early career success as it drives rapid learning and problem-solving in structured environments it becomes less dominant at senior levels, where challenges are more complex and ambiguous. Over time, effectiveness relies more on Practical Intelligence and, critically, Wisdom, which is not just another word for intelligence, but rather a distinct, experience-based quality. Intelligence focuses on what a leader can do (solving a technical problem efficiently), while wisdom focuses on what a leader should do (making sound, ethical judgments that consider the long-term consequences, multiple perspectives, and human values), which develops through reflection on varied and difficult life experiences.

5. Downsizing significantly harms an organization's Practical Intelligence by immediately removing experienced employees, resulting in a severe loss of tacit knowledge . This also disrupts essential communication networks and contributes to survivor syndrome (stress and demoralization among remaining staff), which suppresses cooperation and the initiative needed to solve novel, day-to-day organizational problems.

6. Yes, some organizations absolutely can be more creative than others, while creativity originates with individuals, the organizational culture and environment determine if those ideas are generated, nurtured, and implemented. The factors that most strongly affect an organization's level of creativity include a culture that tolerates risk and failure, where mistakes are viewed as learning opportunities rather than career-ending events. Effective leadership is the key, specifically leaders who use a transformational style to inspire, provide autonomy over how work is done, and offer intellectual stimulation rather than micromanaging

7. Yes, better leaders can more accurately perceive and leverage emotions because this ability is a core component of Emotional Intelligence (EQ), which is strongly linked to leadership effectiveness. Leaders with high EQ are skilled at perceiving emotions (accurately reading the mood of a team or recognizing an employee's underlying stress) and then leveraging those emotions (using that understanding to motivate, handle conflict at its emotional root, or tailor communication for maximum impact). to determine it you can use EQ assesment, Performance Correlation, and Situational Judgment Tests

Azizah Fitria Arifin
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1.
Personality Traits, Intelligence, and EQ in Professional Athletes vs. Coaches

For professional athletes, success likely depends on:

1. OCEAN traits:
- Conscientiousness: Discipline, work ethic, practice routines.
- Emotional Stability (opposite of Neuroticism): Managing pressure and setbacks.
- Openness: Adaptability to new strategies or training methods.
- Low Agreeableness (in some sports): Competitive edge and assertiveness.

2. Intelligence:
- Practical Intelligence: In-game decisions, positioning, adapting under pressure.
- Bodily-Kinesthetic Intelligence (from Gardner’s model): Physical coordination and movement.

3. Emotional Intelligence (EQ):
- Self-regulation: Managing emotions in high-stakes scenarios.
- Motivation: Drive to achieve and persist through pain.
- Social awareness: Team dynamics and coach-athlete relationships.

For coaches, higher needs in:
- Conscientiousness: Planning, preparation, consistency.
- Agreeableness: Relationship-building with players.
- Openness: Flexibility in strategies, adapting to new data or methods.
- Emotional Intelligence**: Especially empathy and managing group dynamics.
- Analytic and Practical Intelligence: Game theory, tactics, and people management.

Do traits vary by sport? Yes.
- Team sports (e.g., football, basketball): Require high EQ and communication.
- Individual sports (e.g., tennis, gymnastics): More focus on intrinsic motivation, self-discipline.
- Contact sports: May benefit from lower agreeableness and higher emotional regulation

2.
Ranking Intelligences: Politicians vs. Professors vs. Store Managers

Politicians:
1. Emotional Intelligence –> Crucial for persuasion, coalition-building, and empathy.
2. Practical Intelligence –> Navigating bureaucracy, media, and constituents.
3. Analytic Intelligence –> Understanding complex policy or systems.
4. Creative Intelligence –> Needed less frequently but valuable in crisis/problem-solving.

College Professors:
1. Analytic Intelligence –> Core to research, logic, and theoretical thinking.
2. Creative Intelligence –> Especially in research or teaching innovation.
3. Emotional Intelligence –> Helps in mentoring and classroom dynamics.
4. Practical Intelligence –> Often underdeveloped or undervalued in academia.

Walmart/Aldi Store Managers:
1. Practical Intelligence –> Day-to-day logistics, people management.
2. Emotional Intelligence –> Resolving conflict, motivating staff.
3. Analytic Intelligence –> Managing KPIs, interpreting data.
4. Creative Intelligence –>Innovating processes or customer service.

3.
Attributes of Ineffective Leaders

Commonly lacking attributes:
- Self-awareness: Oblivious to how their behavior affects others.
- Empathy: Poor listener, disconnected from team needs.
- Vision: No clear strategy or direction.
- Consistency: Erratic decisions reduce trust.
- Confidence (but not arrogance): Insecure leaders tend to micromanage.
- Accountability: Blame-shifting damages morale.

4.
Is Wisdom the Same as Intelligence? No. wisdom and intelligence are related but distinct.

Intelligence often refers to processing speed, memory, and problem-solving.
Wisdom includes:
- Perspective-taking
- Judgment in complex situations
- Balance of personal and collective needs
- Long-term thinking
- Humility

With experience, leaders may:
- Learn to slow down decision-making.
- Recognize nuances.
- Become more people-centered.
- Shift from "what is smart?" to "what is right?"

5.
Practical Intelligence and Downsizing

Practical intelligence involves real-world, adaptive problem-solving.
Downsizing may:
- Test an organization’s practical intelligence.
- Require high contextual awareness, empathy, and decision-making.
- Damage morale and long-term effectiveness if poorly managed.

Effective downsizing might actually reflect strong practical intelligence if:
- It’s strategic, not reactive.
- Communication is transparent.
- Remaining teams are restructured smartly.

6.
Can Organizations Be More Creative Than Others?

Yes. Organizational creativity depends on:

- Culture: Psychological safety, openness to new ideas.
- Leadership: Encouragement of experimentation and non-punitive failure.
- Diversity: Cognitive diversity = different ways of thinking and problem-solving.
- Structure: Flat structures often allow for more collaboration and idea-sharing.
- Resources: Time, funding, and tools for ideation and development.
- Incentives: Are employees rewarded for innovation?

7.
Can Better Leaders Accurately Perceive and Leverage Emotions?

Yes. Emotional intelligence is key to effective leadership.

High-EQ leaders can:
- Detect unspoken concerns.
- De-escalate conflict.
- Motivate based on individual emotional needs.
- Influence group mood and morale.

How to determine this?
- 360-degree feedback: Do peers/subordinates feel heard, valued, supported?
- Behavioral observation: How they handle conflict, change, and interpersonal issues.
- Performance under stress: Emotional regulation in tough times.
- Turnover and engagement metrics: Teams with high-EQ leaders often perform better.

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1. OCEAN Traits, Intelligence, and EQ in Sports
Professional athletes benefit from conscientiousness (discipline, reliability) and emotional stability (resilience under pressure). Extraversion can help in team sports where communication and energy matter, while openness may help athletes adapt to new strategies. EQ components such as self-regulation and social awareness are vital for handling stress, teamwork, and public scrutiny. Coaches, however, may require more agreeableness (to build trust) and higher emotional intelligence (to motivate and manage diverse personalities). Traits can vary by sport—for example, individual sports may demand higher self-discipline and focus, while team sports reward communication and adaptability.

2. Intelligence for Politicians vs. Professors vs. Store Managers
For politicians, emotional intelligence ranks first, since influence depends on empathy, persuasion, and managing relationships. Practical intelligence (street smarts, problem-solving) is second, analytic intelligence third, and creative intelligence last but still useful. For professors, analytic and creative intelligence would rank higher, supporting research and teaching innovation. Store managers at Walmart or Aldi, by contrast, depend most on practical and emotional intelligence to manage staff, solve daily problems, and interact with customers. The rankings shift with the demands of each role.

3. Ineffective Leaders
Ineffective leaders often lacked self-awareness, empathy, or communication skills. Some were rigid in their thinking, showing low openness and poor adaptability. Others failed in conscientiousness, displaying inconsistency or lack of follow-through. Many lacked the EQ skills to regulate their emotions or read those of others, which created toxic environments. In short, ineffective leadership is usually less about low intelligence and more about poor emotional and social skills.

4. Intelligence vs. Wisdom Over Time
Early in careers, leaders may be chosen for their analytic intelligence (problem-solving, technical expertise). Over time, however, wisdom becomes critical. Wisdom goes beyond intelligence—it includes judgment, perspective, humility, and the ability to balance competing interests. Unlike raw intelligence, wisdom develops from experience, reflection, and learning from mistakes. Thus, wisdom is not just “more intelligence”; it is intelligence shaped by emotional maturity and life experience.

5. Downsizing and Practical Intelligence
Downsizing forces organizations to exercise practical intelligence. Managers must decide how to restructure, retain key talent, and keep morale intact with fewer resources. Organizations with higher collective practical intelligence may handle downsizing with strategic planning and transparent communication, while others may harm long-term performance through shortsighted cuts. In this sense, downsizing tests whether a company’s leaders can apply problem-solving realistically.

6. Organizational Creativity
Yes, some organizations are more creative than others. Culture, leadership, structure, and resources all matter. A company that encourages risk-taking, tolerates failure, and supports collaboration will foster creativity. By contrast, highly bureaucratic organizations may stifle it. External factors such as industry dynamism and customer expectations also affect organizational creativity. In short, creativity is not just an individual trait but an outcome of the system in which people work.

7. Leaders and Emotions
Better leaders often can perceive and leverage emotions more accurately—this is a hallmark of high EQ. To determine this, one could observe how leaders handle conflict, motivate employees, or respond under stress. Feedback from peers, subordinates, and 360-degree evaluations can provide evidence of their emotional awareness. Leaders who succeed at reading emotions can adapt their style, inspire confidence, and maintain loyalty, giving them a competitive edge.