Given a choice between two potential recruits, one intelligent but cold and one engaging but not as clever, which would you pick? Most managers assume that brightest equals best. But these two Toronto academics note that employees with high “emotional” intelligence, even if they have lower “cognitive” intelligence, still tend to perform well: in fact, the lower the cognitive intelligence, the stronger the relationship between emotional intelligence and job performance. Emotionally intelligent workers, the authors suggest, might score higher in job performance ratings because they can work more easily with different groups, leave a positive impression with their superiors, and manage conflict. There is still hope for the super-bright introvert, however—the authors do not conclude that employees with high cognitive abilities and low emotional intelligence are at a disadvantage relative to their opposites. There may, in fact, be room to succeed for both the killjoy and the extrovert, depending on the task at hand.
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: L0 l6 E9 x- \" bGetting the word out
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Journal of the Academy of Marketing Science# E$ v  H; t: y, w# X* x
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Volume 34, No 3 (July 2006)
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“Creating Market Anticipation: An Exploratory Examination of the Effect of Preannouncement Behaviour on a New Product’s Launch”
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. u* Y5 }( E; c! v$ h/ H# y! l  O4 x/ EBy Kim Schatzel and Roger Calantone7 y( n  f" D; X& }( Y; `3 |

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Are firms smart to reveal new products and changes in strategy well in advance of their launch? Yes, according to these two Michigan-based academics. An early warning can build anticipation: witness the many American car-buyers who rushed to put down deposits for new Mini Coopers months before seeing the vehicle—a trick DaimlerChrysler hopes to repeat with its preannouncement that the tiny Smart car will be launched in the United States in 2008. By reducing uncertainty, “preannouncement” also allows a firm to ensure its supply needs are met. Of course, all this assumes a firm can follow through on its promises: surveying 319 executives involved with new product development, the authors did not find an automatic positive relationship between market anticipation and actual product success.