Emotional intelligence, or to manage you have to understand

In today's post, I'd like to take a better look at the topic of management, in the sense of a person who makes the most of his or her team...using, of course, the talents of each team member to the best of his or her ability to produce optimal results for the company. To achieve this, the person in charge must know his or her colleagues as intimately as possible - their strengths and weaknesses, moods or habits. Each of us is an emotional being, and our decisions are in the vast majority of cases: "guided by emotions" - is a common term widely used in psychology. One's emotionality is also determined on a physiological level. Every piece of information received by our central nervous system at the beginning of its journey passes through the limbic system (the emotional system) - hence the common term: "everything is filtered by emotions." A manager should therefore certainly place a solid emphasis on the topic of emotional intelligence as a very effective tool in effective leadership.

Effectiveness of leadership

Leadershipeffectiveness, understood as the efficiency and effectiveness of managerial action, is the most essential element in the smooth functioning of an organization. It causes the goals set by the organization to be the right ones, and their achievement is achieved with the optimal use of all the organization's resources. Thus, managerial effectiveness is a category that requires particularly extensive research and analysis, as it directly affects the effectiveness and efficiency of the organization. The purpose of this entry is an attempt to identify the impact of emotional intelligence on management effectiveness. The issue is important because, as M. Morawski: "we cannot continue to treat an organization in terms of a <>, but we must see it as a flexible social system, requiring trust, cooperation and partnership. The management axis will be formed by: information - emotions - knowledge - creativity."

Functions of management

Management includes four basic functions:

• planning and planning-related decision-making,
• organizing,
• leading (directing people, motivating),
• controlling and evaluating results.

The purpose of planning is to select from an infinite number of possibilities goals for the organization and to develop rules and ways to achieve them. Organizing is to provide adequate resources and establish rules for their flow. Leading involves a sequence of personnel-oriented activities from developing and communicating a vision, engaging everyone and ensuring adequate work schedules, motivating and building personal authority. The purpose of monitoring, controlling and evaluating activities is to determine to what extent the organization is achieving its goals and whether and why unused resources are greater/less than expected.

Roles of managers

In addition to performing the functions described above, each manager has a number of roles in the organization many roles. In the course of his research, Henry Mintzberg found that each manager performs 10 roles, which can be grouped into three categories.

These are: interpersonal roles (representative, leader, liaison), which involve a variety of interactions with other people, informational roles (observer, promoter, spokesperson), which involve processing all information, decision-making roles (entrepreneur, counter-disturber, resource keeper, negotiator) oriented around decision-making and conflict prevention. Mintzberg believed that the efficiency of leadership does not depend on who occupies a given position, but to what extent he is able and willing to perform the roles resulting from the position.

• Representative - acts as the symbolic head of the organization. He represents the organization in its dealings with the external environment.
• Leader - is responsible for stimulating and motivating subordinates and teams to act productively and in accordance with established goals.
• Liaison - responsible for forming and maintaining an efficient network of internal links - internal integrator.
• Observer - gathers information necessary for accurate decision-making.
• Promoter - shapes and communicates the correct image of the organization.
• Advocate - interprets the organization's decisions and behavior to both employees and the environment.
• Entrepreneur - creates change and innovation in the company.
• Disruptor - resolving conflicts/problems when they arise.
• Resource dispenser (allocator) - decides on the flow of resources within the organization for optimal use.
• Negotiator - arriving at common understandings through negotiation.

As we can see, a manager should be a very versatile person, and each of the roles assigned to him is crucial to the effective functioning of the team, like a well-oiled machine. All these qualities are boldly to be worked out, and working with another person, despite the fact that it can often be demanding and absorbing to the fullest, is one of those that give the most satisfaction and joy!