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EQ in the NewsMen are not cleverer than women - they are just more deluded, say scientistsLast updated at 07:26am on 15th January 2008 Men are not cleverer than women - they are just more deluded. According to research by a leading psychologist, men overstate their intelligence while women under play their brain power. Professor Adrian Furnham, of University College London has analysed the results of 25 studies of sex differences in IQ.
Deluded: Men think that they are cleverer than women
His overview backs the idea of what is known as the 'male hubris, female humility' effect. The studies show that women on average predict their IQ score will be five points lower than men do. Professor Furnham believes greater male ego distorts the intellectual differences between the sexes. Men are not cleverer, they appear to be more confident, he says, which 'can have beneficial effects in the interview and even the examination room.' In comparisons of how people estimate their own intelligence, some groups get it badly wrong. Those men in the average-to-dim category tend to think they are cleverer than they are. Conversely, it is often very bright women who believe their IQ is much lower than it actually is. This gender stereotyping of intelligence also extends to the perceptions of our relations, Professor Furnham said. Both men and women tend to think their grandfathers are brighter than their grandmothers, fathers brighter than mothers and sons brighter than daughters. And the difference in perceived IQ matches the difference in the estimates of how men and women think they would fare in an IQ test. So this enduring difference between male and female brain power could reflect belief rather than reality. However, Prof Furnham says there is general agreement that men and women have different strengths. Men excel in spatial awareness, which underpins navigation and numerical skills. Women do better in 'emotional intelligence' and language skills. They develop larger vocabularies earlier, use more complex constructions and read better. Another theory is that the perceived difference between men and women rests on the distribution of IQ. While the sexes have the same average IQ, there are more very dim men, and a corresponding number of very bright ones to compensate. "Men are at the top and the bottom - which the universities have noticed for a long time," Prof Furnham said. His findings contradict a 2006 study on intelligence carried out by the University of Western Ontario. British-born researcher John Philippe Rushton controversially concluded from aptitude tests taken by 100,000 students aged 17 and 18 that men's IQs are almost four points higher than women's. Other scientists have pointed out that average of male IQ scores could have been distorted, because the number of dim men are less likely to attend university. Older Siblings Have Higher IQ Because Of Social Not Biological ReasonsArticle Date: 22 Jun 2007 - 7:00 PDT
Examining the alpha male at workPOSTED: 1252 GMT (2052 HKT), April 16, 2007
From Kate Lorenz
CareerBuilder.com editor (CareerBuilder.com) -- They're ambitious, self-confident, competitive and opinionated. Often brilliant, they can be difficult to work with and unpleasant to be around. They're the alpha males. And they represent three out of four senior executives and half of all middle managers in corporate America. Kate Ludeman Ph.D., and Eddie Erlandson M.D., are experts on the alpha male phenomenon, having researched and written the book "Alpha Male Syndrome" and built an entire consulting practice around coaching -- and dealing with -- alpha males. According to Ludeman and Erlandson, alpha males tend to fall into one of four types: Commanders. Intense, charismatic leaders who set the tone, mobilize the troops and infuse an organization with energy without necessarily getting into details. (They cite George Bush, Carly Fiorina and Donald Trump as examples.) Visionaries. Curious, expansive, intuitive, proactive and future-oriented, they see possibilities and opportunities that others either miss or dismiss as impractical. And they inspire others with their vision. (They cite Tony Blair and Bill Gates and Michael Dell as examples.) Strategists. Methodical, systematic, often brilliant thinkers who are oriented toward data and facts, strategists have superior analytic judgment and a sharp eye for patterns and problems. (They list Henry Kissinger and Boston Red Sox President Larry Lucchino as typical strategists.) Executors. Tireless, goal-oriented doers who push plans forward with an eye for detail, relentless discipline and keen oversight, surmounting all obstacles and holding everyone accountable for their commitments. (Examples include Dell's CEO Kevin B. Rollins and Gordon Brown -- présuméd successor to Tony Blair as UK Prime Minister.) Along with its amazing strengths, each type also carries some potentially disastrous liabilities. For instance, commanders tend to isolate themselves from useful critical feedback; Visionaries are prone to extreme ADD (attention deficit disorder) and to bending the facts to get their ideas accepted; Strategists handle data better than people and executors tend to engender mutinies due to their tendency to micromanage, find fault and be slow to praise, yet quick to blame. While it is currently the alphas who dominate, Ludeman and Erlandon say the climate is changing. They believe that many of those who came to power in the early 90s, would not make it today. Why? Because of the critical mass of women in middle management and a corresponding emphasis on collaboration, rather than confrontation and Emotional Intelligence as much or more than I.Q. "Today's employees who are well educated -- increasingly female and concerned with job satisfaction and work-life balance would sooner quit than put up with an abusive manager," Ludeman says. "Sometimes, talented people want to work for someone precisely because he or she isn't an aggressive alpha. That's an important factor if you believe, as many people do, that the main function of corporate leaders is to attract, retain and develop talent in their companies." While Ludeman and Erlandson believe that non-alphas have much to offer an organization, they concede that those who aspire to upper management won't get there without adopting at least a few alpha traits. They say that perhaps the best combination of all in a leader is the alpha assertiveness and willpower combined with a softer, more consensus-building management style. Adding that, "Those who have little need to dominate a room can be very useful in opening up the culture and giving stability to an organization." Kate Lorenz is the article and advice editor for CareerBuilder.com. She's an expert in job search strategy, career management, hiring trends and workplace issues.
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