Lloyd 1
Strider Lloyd
Dr. Natoli
PPD 545
February 23, 2016
Word Count: 1857
EQ + PQ > IQ
Currently, the study of human behavior in public organizations is shifting in focus away from the traditional intelligence quotient (IQ), towards the more progressive combination of the emotional quotient (EQ) and passion quotient (PQ) (Ted Talks Psychology, 2013). Although the traditional argument that the IQ of an organization is the most important factor in organizational success, is compelling, contemporary thought posits that EQ and PQ, in combination, are better for evaluating success than IQ. This developing context will be used to support the argument that leadership in public organizations is an interactive phenomenon; it results from the interdependent relationship between self-identity, sensemaking, and ultimately decisionmaking—all of which work in congruence to define the organization culture, form attitudes, direct behavior, and determine the organization’s level of success.
In order to elaborate on the interactive phenomenon that argues that the emotional quotient (EQ), plus the passion quotient (PQ), are greater—or have more causative value—than the intelligence quotient (IQ). First, in terms of definitions, the EQ is a way to measure how a person identifies emotions within himself or herself and others, and manages these emotional states to work more efficiently and effectively within an organization (Ben-Zeʼev, 2000, pp. 166167). Next, the PQ, as described by the author and journalist Thomas Friedman is defined as a strong enthusiasm, or desire for anything and is a key educational components in a world where information is readily available (Ted Talks Psychology, 2013). And finally, the IQ is a value that

Lloyd 2 indicates a person’s ability to acquire, understand, and apply information and skills in a meaningful way (CEB Blogs,