Exploring a sprirtual intelligence (SQ) model of communication to recontextualise differences between management and employees

Abstract

In this article it is argued that organisations are generally reluctant to deal with the abstract concept of intelligence in the organisational context, although research studies by Zohar and Marshall (2004). Covey (2004), and van der Walt (2006) argue the importance of exploring intelligence in organisational relationships and performance. These authors argue that intelligence is a pertinent variable in the changing behaviour, needs and motivations of employees in the modern organisation, and new research by van der Walt (2006) further indicates that the behaviour needs and motivations of employees are often misunderstood or rejected by management due to differences in the intelligence frameworks from which their respective needs and motivations regarding personal and organisational purpose and goals arise. This article is therefore based on an explanatory, exploratory and descriptive study of intelligence in the organisational context, with specific reference to the communication relationship, or lack thereof, between management and employees. Attention is given to the controlling and determinate abilities of rational intelligence (IQ), the adaptive ability of emotional intelligence (EQ), and the purposeful and meaning-seeking abilities of spiritual intelligence (SQ) behind the changing behaviour, needs and motivations of employees in the modern organisation in comparison with less spiritual intelligent managerial approaches applied to the organisation. It also explores how a spiritual intelligent model of organisational communication can be used as an instrument to bridge these differences.