First Published in 1988. Routledge is an imprint of Taylor & Francis, an informa company.

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.

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.

We have had a number of interesting cases come to our attention over the years. The following are illustrative of some of the issues that can emerge at the interface between neuropsychology and the law. The first involved a patient suffering from a debilitating fear of heights. The fear seemed a reasonable consequence of the fact that he had been a passenger on a plane that crashed while attempting take off. Given that many of the passengers and crew died or were seriously injured, this man was quite fortunate. In fact, he could be said to have lived a charmed life. It had been just a year since he had been involved in an industrial accident in which he could have easily died. He came away from that accident with injuries to his legs and a concussion. That accident had also involved him falling from a considerable height so that there was some discussion among clinic staff about how well the patient's circumstances and symptoms fit the diagnostic category of "posttraumatic stress disorder. " Supportive psychotherapy was used as an aid in dealing with his re curring memories of the plane crash and systematic desensitization was quite successful in reducing the most disruptive consequences of his fear of heights. However, during the course of treatment, it became apparent that there were a number of problems that had not been addressed."