{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T17:26:36Z","timestamp":1754155596020,"version":"3.41.2"},"reference-count":63,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2018,2,5]],"date-time":"2018-02-05T00:00:00Z","timestamp":1517788800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["K"],"published-print":{"date-parts":[[2018,2,5]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>This paper aims to present the findings of the research about the role of different intelligences in overcoming the differences in employee value system as a source of success.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>Based on their previous research, the authors used desk and informal field research, the Dialectical Systems Theory and its Law of Requisite Holism.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The integration of one\u2019s personal development with one\u2019s individual intelligence influences human value systems. Knowledge and developing of various types of intelligence matter: it lets individuals develop faster, in the long run. The higher one\u2019s level of intelligence is, the easier one finds it to face problems or experience. Thus, one is becoming a mature personality, who can overcome extreme alternatives to the briefed human values. This process can also receive meaningful support from the exercise of social responsibility, which is one\u2019s responsibility for one\u2019s impacts on society, i.e. people and nature. Success of the process depends on \u201cpersonal requisite holism\u201d. The top managers need significantly more emotional and social competences than the others.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title>\n<jats:p>The topic is researched with qualitative analysis in desk and informal field research. Quantitative methodological approach took place in the authors\u2019 cited previous publications.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title>\n<jats:p>Work distribution makes the leaders and subordinates differ in prevailing values, too. Mastering of these differences will support business success, survival of jobs included and well-being of coworkers from both groups. Application of the cognitive, emotional and spiritual intelligences might help the organization meet this need. The fourth \u2013 physical intelligence \u2013 supports ensuring the psychological well-being at work; from this, other mentioned intelligences have been developed. Mastering of these differences can also receive support from methods of creative cooperation, social responsibility and personal requisite holism; the authors have reported about these elsewhere, and only point to these in this study.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Social implications<\/jats:title>\n<jats:p>The more holistic intelligences system generates a more socially responsible society.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>No similar concept is offered in the available literature.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/k-06-2017-0200","type":"journal-article","created":{"date-parts":[[2018,1,10]],"date-time":"2018-01-10T05:18:17Z","timestamp":1515561497000},"page":"343-358","source":"Crossref","is-referenced-by-count":2,"title":["Different intelligences\u2019 role in overcoming the differences in employee value system"],"prefix":"10.1108","volume":"47","author":[{"given":"\u017diva","family":"Veingerl \u010ci\u010d","sequence":"first","affiliation":[]},{"given":"Matja\u017e","family":"Mulej","sequence":"additional","affiliation":[]},{"given":"Simona","family":"\u0160arotar \u017di\u017eek","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"volume-title":"The Contribution of Emotional and Spiritual Intelligences to Effective Business Leadership","year":"2009","key":"key2020093023185092500_ref001"},{"volume-title":"\u010cude\u017ena Preobrazba (Miracle Makeover)","year":"1997","key":"key2020093023185092500_ref002"},{"volume-title":"Vodenje Kot Medsebojni Process (Leadership as a Mutual Process)","year":"1983","key":"key2020093023185092500_ref003"},{"key":"key2020093023185092500_ref004","first-page":"1","article-title":"A new approach to a spiritual business organization and employee satisfaction","year":"2010","journal-title":"Eastern Academy of Management: A New Approach"},{"volume-title":"Promoting Emotional Intelligence in Organisations; Guidelines to Help You Design, Implement, and Evaluate Effective Prognosis","year":"2000","key":"key2020093023185092500_ref005"},{"volume-title":"Na\u010dela Uspe\u0161nega Vodenja (Principles of Successful Management)","year":"2000","key":"key2020093023185092500_ref006"},{"volume-title":"Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups","year":"2006","key":"key2020093023185092500_ref007"},{"issue":"4","key":"key2020093023185092500_ref008","article-title":"Emotional intelligence and job satisfaction: a correlational study research","volume":"1","year":"2012","journal-title":"Journal of Commerce and Behavioral Science"},{"issue":"1","key":"key2020093023185092500_ref009","doi-asserted-by":"crossref","first-page":"3","DOI":"10.1207\/S15327582IJPR1001_2","article-title":"Is spirituality an intelligence? 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