Is a high IQ a prerequisite for a leader? This volume brings together well-known researchers in the field of intelligence who are investigating the multiple domains or facets of intelligence.

This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book. Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.

Much like Gardner’s Multiple Intelligences, Maulding-Green and Leonard have, in Leadership Intelligence: The Journey to Your True North, postulated a theory regarding the age old question, ‘are leaders born or are leaders made?’ This theory is predicated on the idea that there is a genetic predisposition toward leadership via the vehicle of imprinting. The five critical factors which undergird the tenets of Leadership Intelligence, are delineated and developed through the lens of the soft skills of a leader. There is further clarification as to why some leaders seem to have ‘a greater intensity’ of these factors than their peers. To aid the reader in relating to the theory, a conceptual model based on a GPS is threaded throughout each chapter interweaving both examples and understandable content. The model relates keeping the organization moving in a true north fashion. The final chapters reveal how a leader can develop or enhance these skills and how he/she can avoid leadership derailment, due to neglecting them.

Your child is smart, but does he or she believe it? "Smart" is a power word. Children who believe they’re smart excel more in school and approach life with greater confidence. But children who don’t can struggle to apply themselves. Do you wish your child could see how smart he or she is? Find hope in 8 Great Smarts. You’ll be empowered and equipped with new language and creative ideas for how to: Accept and affirm your child’s unique smarts Motivate your child to learn and study with all 8 smarts Reawaken any "paralyzed" smarts Redirect misbehavior in new, constructive ways Guide your child spiritually, relationally, and to a good career fit Dr. Kathy Koch loves seeing children flourish and helping parents make it happen—and it’s never too late to start. Now is the time to help your child be all that God designed him or her to be. BONUS: Every book includes a FREE access code for the official 8 Great Smarts Quiz located at: https://www.8greatsmarts.com/.

Drawing on his groundbreaking work on intelligence and creativity, Harvard psychologist Howard Gardner, developer of the theory of Multiple Intelligences, offers fascinating revelations about the mind of the leader and his or her followers. He identifies six constant features of leadership as well as paradoxes that must be resolved for leadership to be effective using portraits of leaders from J. Robert Oppenheimer to Alfred P. Sloan, from Pope John XXIII to Mahatma Gandhi.

Fifteen years ago, psychologist and educator Howard Gardner introduced the idea of multiple intelligences, challenging the presumption that intelligence consists of verbal or analytic abilities only -- those intelligences that schools tend to measure. He argued for a broader understanding of the intelligent mind, one that embraces creation in the arts and music, spatial reasoning, and the ability to understand ourselves and others. Today, Gardner's ideas have become widely accepted -- indeed, they have changed how we think about intelligence, genius, creativity, and even leadership, and he is widely regarded as one of the most important voices writing on these subjects. Now, in Extraordinary Minds , a book as riveting as it is new, Gardner poses an important question: Is there a set of traits shared by all truly great achievers -- those we deem extraordinary -- no matter their field or the time period within which they did their important work? In an attempt to answer this question, Gardner first examines how most of us mature into more or less competent adults. He then examines closely four persons who lived unquestionably extraordinary lives -- Mozart, Freud, Woolf, and Gandhi -- using each as an exemplar of a different kind of extraordinariness: Mozart as the master of a discipline, Freud as the innovative founder of a new discipline, Woolf as the great introspect or, and Gandhi as the influencer. What can we learn about ourselves from the experiences of the extraordinary? Interestingly, Gardner finds that an excess of raw power is not the most impressive characteristic shared by superachievers; rather, these extraordinary individuals all have had a special talent for identifying their own strengths and weaknesses, for accurately analyzing the events of their own lives, and for converting into future successes those inevitable setbacks that mark every life. Gardner provides answers to a number of provocative questions, among them: How do we explain extraordinary times -- Athens in the fifth century B.C., the T'ang Dynasty in the eighth century, Islamic Society in the late Middle Ages, and New York at the middle of the century? What is the relation among genius, creativity, fame, success, and moral extraordinariness? Does extraordinariness make for a happier, more fulfilling life, or does it simply create a special onus?

Howard Gardner's brilliant conception of individual competence is changing the face of education today. In the ten years since the publication of his seminal Frames of Mind , thousands of educators, parents, and researchers have explored the practical implications of Multiple Intelligences (MI) theory—the powerful notion that there are separate human capacities, ranging from musical intelligence to the intelligence involved in understanding oneself. Multiple Intelligences: The Theory in Practice brings together previously published and original work by Gardner and his colleagues at Project Zero to provide a coherent picture of what we have learned about the educational applications of MI theory from projects in schools and formal research over the last decade.

Howard Gardner's brilliant conception of individual competence is changing the face of education today. In the ten years since the publication of his seminal Frames of Mind , thousands of educators, parents, and researchers have explored the practical implications of Multiple Intelligences (MI) theory—the powerful notion that there are separate human capacities, ranging from musical intelligence to the intelligence involved in understanding oneself. Multiple Intelligences: The Theory in Practice brings together previously published and original work by Gardner and his colleagues at Project Zero to provide a coherent picture of what we have learned about the educational applications of MI theory from projects in schools and formal research over the last decade.

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.