“IQ will get you hired, EQ will move you forward, and AQ will keep you in the game” - this phrase clearly illustrates the role and core purpose of these three types of intelligence, yet their meaning is often confused or underestimated. What role does each type of intelligence play in our personal and organizational success? What are the differences between them, and how can we balance their development in a way that, alongside enhancing cognitive abilities, we also improve the quality of human relationships, cope with ongoing crises, and quickly adapt to change?
IQ (Intelligence Quotient) - The Intelligence Quotient is one of the most thoroughly studied phenomena in cognitive psychology. As early as the beginning of the 20th century, tests were developed to assess individuals’ cognitive abilities, which primarily measured information processing speed, abstract thinking, attention control, and learning capacity. Historically, IQ has been used as an indicator of academic and professional potential. Strong performance in analysis, planning, and technical tasks is largely credited to this ability. However, observations of organizational and team success have clearly revealed its limitations. It turned out that, under equal cognitive intelligence conditions, significantly better results were achieved by leaders, professionals, and teams with well-developed emotional intelligence (EQ - Emotion Quotient). Probably every organization has had at least one case where an employee with excellent analytical skills struggled to integrate into the team, maintain relationships with colleagues, and manage conflicts - issues often explained by low emotional intelligence.
The concept of Emotional Intelligence (EQ) was developed in the late 20th century by Daniel Goleman. Emotional intelligence is a person’s ability to perceive and understand both their own emotions and those of others, as well as to express and manage emotions appropriately. The main components of EQ include emotional self-awareness, empathy, self-regulation, and social skills. It is through this type of intelligence that we build and maintain relationships, manage conflicts, cope with stress, and sustain self-motivation. Emotional intelligence is essential for creating team synergy, effective leadership, and motivating and inspiring employees. Leaders with high emotional intelligence are empathetic, focused on strengthening relationships and the team, and capable of managing stress while supporting team members in challenging situations.
In today’s world-marked by uncertainty, complexity, rapid technological advancement, and other global changes-the ability to adapt and overcome challenges has become increasingly relevant. This is where Adversity Quotient (AQ) emerges as our third pillar of support. A high level of AQ is reflected in an individual’s capacity to cope with various life difficulties (failure, setbacks, loss, uncertainty, stress, etc.). It represents our level of psychological resilience, where failure is transformed into a source of growth and strength. The phrase “what doesn’t kill us makes us stronger” probably best captures the essence of this form of intelligence.
Leaders with a high Adversity Quotient (AQ) manage crises and change most effectively. They are action and solution-oriented, demonstrate strong psychological resilience, and have the ability to turn failure into success.
In an organizational context, the comparison of these three types of intelligence looks like this:
For modern organizations, it is vital to maintain an equal focus on the development of these three intelligences - IQ, EQ, and AQ. They complement each other. IQ lays the foundation for learning and professional advancement; EQ determines the quality of relationships with ourselves and those around us—teaching us how to live peacefully with others; and AQ defines resilience and viability in the face of change and crises.
