A FEW decades ago, Howard Gardner came out with his groundbreaking work, popularly known as the Theory of Multiple Intelligences. The study expanded and revolutionized our conventional understanding of intelligence, which was associated, in a limited capacity, with the heavy cognitive activity of the mind. The outlook on teaching and learning, at least for many, did not remain the same after being enlightened that there could be different types of intelligence such as bodily-kinesthetic intelligence, interpersonal intelligence, visual-spatial intelligence, and the rest of the intelligences as identified in Gardner's theory.In essence, the Theory of Multiple Intelligences broadened the understanding of human intellectual capacity since it provided insight into the possibility that there is not just one concept of intelligence, but that everyone is gifted with different intelligences on different levels, which can be applied to the different facets of human life.In leadership studies, there are also essential intelligences that are necessary to perform well and meet organizational objectives with savvy, and contextual intelligence is one of them. Contextual intelligence makes leaders and those with the potential to become leaders aware that this is an invaluable tool tucked in one's arsenal of leadership styles, which is crucial especially when leaders are only aware of the basic requirements for leadership and when the authorities appointing them to take on leadership roles are clueless about the powerful impact this intelligence brings.As Nitin Nohria, former dean of the Harvard Business School, explains, 'Great leaders are defined less by enduring traits and more by their ability to recognize and adapt to the opportunities created by a particular moment. They could sense the zeitgeist — the spirit, mood, ideas, and beliefs that define a period — and seize it.'Sometimes one wonders why a person who is known to possess all the qualities of a leader still ends up being a lame leader. This can be attributed to the lack of contextual intelligence in leading an organization. In reality, there are leaders who are on top of their game but performing poorly in other contexts. It is quite impossible to have a successful leader at all times who performs well in all contexts especially if the leader's contextual intelligence is not developed.As leaders, 'What made you succeed before may not help you succeed now, knowing the difference is and acting on it is a product of developing one's keen contextual intelligence,' Nohria says.On one hand, the choice to appoint leaders who have contextual intelligence at work is necessary especially when there is a need to address pressing issues, but, on the other hand, leaders with a high sense of contextual intelligence will not immediately grab the chance to lead knowing that the contexts that surround the reason for being chosen to lead have to do with his skill to lead in different contexts. Lack of contextual intelligence leads to the dangerous presumption that it is enough to possess traits such as dedication and perseverance to lead successfully, which often leads to a dismal kind of failure.Improving one's contextual intelligence in leading involves asking the questions, 'What are the other variables that come into play with me as the leader or the organization? Am I expanding my knowledge about them? What will be the direction of the adjustments I have to make as a leader?'As Joseph Nye, a former assistant secretary of defense of the United States, puts it, 'Applying contextual intelligence is the intuitive diagnostic skill to align your tactics with a strategy that fits a given context.' Because leadership like all power relations depends very much on context.Developing contextual intelligence in leadership is akin to the idea of being the right person in the right place at the right time.If we describe contextual intelligence, it is very much like an actual marathon race. Possessing the brawn as a runner is not enough to win the race. To use up all your energy in the early phase of the race can dissipate your strength, having nothing left for the final push to reach the finish line. But using up all your stamina toward the end of the race might already be too late, for competitors are already on their way to victory. A runner must have a keen understanding of the context of the race, just like a leader who puts to good use his contextual intelligence.Jesus Jay Miranda, OP is an organization and leadership studies resource person. He teaches at the Graduate School of the University of Santo Tomas and the Department of Educational Leadership and Management of the Bro. Andrew Gonzalez, FSC-College of Education of De La Salle University-Manila. Contact him at jaymiranda.op@ust.edu.ph.
