Curiosity Quotient and occupational medicine leaders post-Covid 19

ABSTRACT

We are all familiar with the many measures said to be key for an effective leader. These include the possession of a high intelligence quotient (IQ) and high emotional intelligence (EI). In the 1990s another 'skill' appeared in the leadership literature, 'cultural intelligence' (and cultural quotient (CQ)) which described an individual's ability to work across cultures. More recently Thomas Friedman used the same acronym to describe the curiosity quotient (CQ) which together with IQ and EI equip leaders with the ability to navigate the increasingly complex and disrupted business environment. The work of Friedman then fed into the work of Dr Thomas Chamorro-Premyzic who hypothesized that whilst leaders may have high IQs and EI they need more-they need curiosity and increased tolerance for ambiguity, what Warwick Business School describes as 'a higher investment in knowledge and expertise acquisition which leads to a nuanced sophisticated way of thinking over time'. (PsycInfo Database Record (c) 2022 APA, all rights reserved)