General intelligence can be defined as “the general efficacy of intellectual processes” (Ackerman, Beier, and Boyle, 2005). In relation to modern organizations, it is generally believed that individuals with higher intelligence are more desirable as they will have higher task performance; this belief has been held for more than 90 years (Viswesvaran and Ones, 2002). Furthermore, general intelligence can be divided into two different sets of abilities as Cognitive Intelligence and Emotional Intelligence (Cote and Miners, 2006). As mentioned by Brody (2004), there are quite different models of testing cognitive intelligence and emotional intelligence. It is important that both these aspects of intelligence are considered in organisations.
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The same could be said about trade-based organisations and some union-based professions such as construction, infrastructure, logistics, aviation and mechanics. In these cases, the individual has to have a specific knowledge base and skill sets, no matter how emotionally intelligent they are. So ultimately, emotional intelligence does have its limitations in modern organisations.
Cognitive intelligence limitations – recruitment, psychology, medicine (rapport needed rather than just intelligence)
In an experiment developed by Schutte, Schuettpelz and Malouff (2000), participants were first scored on their emotional intelligence using an accurate and reliable measure designed by Schutte (et al, 2000, as cited in Schutte, Schuettpelz and Malouff, 2000). They were then given three sets of tasks to complete. The first set of tasks was of medium difficulty, the second set of tasks was of high difficulty, and the third set of tasks was of medium difficulty once more. Not surprisingly, the participants did much better in the first set than in the second set, where most of them did quite poorly. However, the participants who scored higher in emotional intelligence did better in the third task than those who scored lower for emotional intelligence. This suggests that the