Aspects such as personality and emotional intelligence play a significant role in how people interact with each other. This is especially true for communication in the workplace, which is of great importance for improving efficiency and productivity. Therefore, the article by Nguyen et al. called “Emotional intelligence and managerial communication” was chosen for this essay. In this paper, the authors investigate how emotional intelligence affects communication within management and contributes to the formation of effective and not-so-effective interactions.
Within the framework of management activities, communication occupies one of the leading positions. This is primarily due to the fact that this aspect implies direct interaction with the company’s human resources. For individuals managing other employees, emotional intelligence has an important role, as it helps to better understand the state and experiences of individuals. Research stated that “management lacking high EI runs the risk of having avoidable conflict amongst the team” (Nguyen et al., 2019, p. 58). Moreover, understanding the personalities of the employees involved in the activity provides an opportunity to increase the encouragement, motivation, and initiative of people (Nguyen et al., 2019). Thus, in order to obtain the most productive and successful results, companies need to develop emotional intelligence in leaders.
In conclusion, communication is a valuable indicator of successful management activity. Emotional intelligence and personality play a critical role in this aspect, as they are based on an understanding of other people’s emotions. In the article “Emotional intelligence and managerial communication,” taken as the basis of this work, the authors emphasize the need for leaders who take these aspects into account. This is necessary to limit conflict situations and achieve the most effective communication in the workplace.
Reference
Nguyen, T., White, S., Hall, K., & Bell, R. (2019). Emotional intelligence and managerial communication.American Journal of Management, 19(2), 54-63.