Managerial Effectiveness Research Paper
Number of words: 972
Nowadays, effective managers encourage and inspire others, foster a positive working environment, accept and manage emotions, create bonds, guide, and enhance positive communication in the organization. Managers indeed have a crucial role in determining the performance and attitude of workers. Essentially, managerial effectiveness entails a manager’s ability to carry out their obligations while attaining the current results and developing further potential. Emotional intelligence is indeed a soft skill vital for managers to achieve their professional responsibilities.
Emotional intelligence is an entire series of skills. Green (2011), in her article, dwells on Geno’s fifth model of emotional intelligence, which is emotional self-management. Everyone requires a high skill level to manage their emotions every minute, every hour, and every day when they are busy working in an environment where working pressure is intense. Green’s article does not only define emotional self-management. She also discusses the significant aspects that she thinks are involved in the Genos dimension and provides readers with an effective tactic of developing their emotional self-management and emotional intelligence. Mainly, Green (2011) defines emotional self-management as a skill in which someone manages their emotions. An example of the aspects that she gives to this dimension is the ability of a person to have pleasant emotions like enthusiasm, calmness, and appreciation (Green, 2011). Another aspect is one’s ability to shift from one emotion to another appropriately, so someone chooses what emotions to show in different situations. Green concludes by providing an essential step for an individual to develop highly skilled emotional self-management (Green, 2011). She recommends people be able to identify their current emotional self-management patterns.
Rahman & Uddin (2016) conducted research exploring how emotional intelligence correlates with three roles: informational, decision-making, and interpersonal, managerial effectiveness. They provide their study results in the article, Role of Emotional Intelligence in Managerial Effectiveness, pages 237-250. The researchers collected data by administering questionnaires among employed MBA students after conducting a convenient sampling. Finally, the study received 127 usable responses after researchers asked respondents to rate their managerial effectiveness and emotional intelligence scales (Rahman & Uddin, 2016). After analyzing the data using bivariate correlation, regression analysis, and descriptive statistics, the study found out that emotional intelligence is positively related to decisional, interpersonal, and informational roles. This research implies that emotional intelligence enhances managerial effectiveness, which guides professionals, managers, and academics. Although the results of this study are rational, generalizing the findings would be limited by the sampling technique and the sample size. The article also provides directions for further research.
Preventing, diagnosing, and resolving issues caused by employee diversity at the workplace is a vital skill that facilitates managerial success in today’s multicultural work environment. Reduced productivity and intense inter-group conflicts are mainly due to employee differences in ethnicity, culture, values, religion, background, assumptions, and beliefs. In the article, The Role of Multicultural Competence and Emotional Intelligence in Managing Diversity, Chrobot-Mason and Leslie use a 360-degree feedback tool to determine how multicultural competency predicts managerial effectiveness. Their study was based on three hypotheses. First, there is a positive relationship between managerial success and multicultural competence (Chrobot-Mason & Leslie, 2012). Two, the managerial score on emotional intelligence predicts other people’s views on multicultural managerial competence (Chrobot-Mason & Leslie, 2012). Three, emotional intelligence managerial scores indicate multicultural competency self-awareness (Chrobot-Mason & Leslie, 2012). The study’s findings validate the second and third hypotheses that managerial scores surely predict people’s perceptions of self-awareness and multicultural competency. Therefore, this study offers empirical evidence that successful managers should have the skills for managing the diversity of workers in today’s multicultural organizations. Generally, the study reports a strong positive relationship between the managerial scores of multicultural intelligence and the scores on leadership ability, promotional potential, and leadership ability (Chrobot-Mason & Leslie, 2012). The article also provides implications for training organizational diversity and directions for future research.
These three articles show that successful management is not only about being intelligent, imaginative, or knowledgeable. Instead, managerial effectiveness requires a manager who can facilitate the achievement of the organization’s goals while increasing productivity, profits, growth, and employee satisfaction. Although these articles have different definitions of emotional intelligence, they all infer that emotional intelligence can manage one’s and other’s emotions. However, the contents of the articles differ in that, while Green (2011) discusses emotional self-management as a vital skill of emotional intelligence in the workplace, Rahman and Uddin (2016) provide evidence on the importance of emotional intelligence in successful organizational management, and Chrobot-Mason (2012) discusses how emotional intelligence manages employee diversity in an organization. Essentially, the similarity between these articles is that they all illustrate how emotional intelligence promotes managerial effectiveness by ensuring managers handle different situations and emotional issues in the workplace.
In conclusion, having a sound situational awareness and the ability of an individual to be perceptively in tune with themselves and their feelings is a powerful management/leadership tool. Based on the arguments on this paper, it is right generalizing emotional intelligence as the act of identifying, recognizing, understanding, and responding to different emotions, fighting stress at the moment, and knowing how one’s actions and words can affect other people. Self-awareness, cultural competency, and employee management are the primary attributes of emotional intelligence in managerial effectiveness. The best way to become emotionally independent and obtain the features that allow one to be emotionally intelligent is by linking up with the core emotions, acknowledging them, and recognizing how they influence an individual’s actions and decisions.
Chrobot-Mason, D., & Leslie, J. B. (2012). The role of multicultural competence and emotional intelligence in managing diversity. The Psychologist-Manager Journal, 15(4), 219-236.
Green, R. (2011). Emotional Self-management. http://www.theeiinstitute.com/what-is-emotional-intelligence/10-ei-competency-5-emotional-self-management.html
Rahman, M., & Uddin, M. (2016). Role of emotional intelligence in managerial effectiveness: An empirical study. Management Science Letters, 6(3), 237-250.