Present an argument that being a good manager
involves effectively using both intra-personal
and inter-personal skills.

von: Miriam Salaske

In a labour market of steady change the impact of inter-personal as well as intra-personal skills on business performance is becoming more important. Knowing oneself, ones own strengths and boundaries make managers conscious of how they react to their environment and how their environment reacts to them (Walls 2003, p. 20). This essay will argue that intra-personal and inter-personal skills are an integral part of being a good manager. A good manager, as defined by Carlopio, Andrewartha, Armstrong, Whetten and Cameron (2001, p. 10), is someone who possesses a certain set of behavioural skills and can get work done through other people as a result of these skills, some of which will be discussed further in this essay. Inter-personal skills can be considered to be a means of effective communication. The Multi-National Enterprise’s skill requirements of managers are distinguished in two categories. On the one hand emotional intelligence, self-monitoring and risk taking as examples for intra-personal skills and on the other hand assertion and listening skills as the inter-personal side. Both categories effectively used will be addressed as the major criteria for being a good manager.

Emotional intelligence (EI) is the capability to understand and sense your own emotions and feelings and to be able to predict possible reactions. These abilities can be used to delegate effectively (Goleman 1998, p. 317; Prati, Douglas, Ferris, Ammeter and Buckley 2003, p. 21). Higgs and Dulewicz (2002) have divided EI into seven main categories such as self-awareness, emotional resilience, motivation, inter-personal sensitivity, influence, intuitiveness and conscientiousness. Whereas Goleman (1998, p. 24) reduces EI to five elements: self-awareness, motivation, self-regulation, empathy and adeptness in relationships. Emotionally intelligent managers use these capabilities in order to motivate and delegate to their staff and to convey their messages to them. Recent research indicates that the more emotional intelligence an individual has, the better the job performance (Douglas, Frink and Ferris 2004, p. 3). In relation to this, a study by Ashkanasy and Daus (2002) has reported that untrained teams with a high level of emotional intelligence performed as well as trained teams with low emotional intelligence. Goleman, Boyatzis and McKee (2002) have argued that EI is a critical component of a managers’ effectiveness, especially, because they have to deal with teams. In any Multi-National Company where managers are required to lead their staff in a satisfying and effective way EI can be considered to be of crucial importance. These facts demonstrate that emotional intelligence is an important intra-personal skill which, when used effectively, contributes to good management

Another important intra-personal skill is the ability to monitor oneself. Self-monitoring is the capability to control ones behaviour and the way of presenting oneself in interaction with other people (Douglas et. al. 2004, p. 5; Walls 2003, p. 20). Feelings one might have are not necessarily the same as the expressed behaviour. Managers who possess a high level of self-monitoring can adjust easily to different situations in everyday business and react in an adequate way (Snyder 1987 cited by Douglas et. al. 2004) Due to the fact that managers have to cope with many different personalities among their staff it is important for them to always remain calm and effectively monitor their behaviour in order to convey their messages in a consistent and balanced way. Thus, self-monitoring is another intra-personal skill which aids good management.

Risk taking is considered to be of high importance to managers. In today’s business environment the decision-making process has to be fast in order to react immediately to new circumstances. Managers do not always have the time required to evaluate every detail and the pros and cons of a decision. People in higher positions in the company have to possess the capability to take crucial risks and cope with the stress of making rapid decisions while having incomplete or ambiguous information (Dulewicz and Higgs 2003, p. 207; Lu 2004, p. 126). Hence, managers have to possess a high degree of self-confidence to be satisfied with their decisions, even if made very rapidly.

Assertion, both an intra-personal as well as inter-personal skill, involves verbal and nonverbal behaviours that allow one to fulfil their needs, obtain respect and have personal rights. Obtaining these needs is achieved in a diplomatic manner without dominating or threatening others (Bolton 1987, p. 12; Carlopio et. al. 2001, p. 285-286). Assertive people feel comfortable with themselves and can thus give these positive feelings to their peers. A further important aspect of assertion is to not depend on anybody and to feel secure taking decisions (Bolton 1987, p. 125). Being assertive involves having a high level of self-esteem. In order for employees to respond in the desired manner managers have to portray a message of confidence that they are making right decisions. These characteristics are vital skills that a manager should have in order to run a conducive and healthy work environment.

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