Managerial potential: emotional intelligence, empathy and tolerance to uncertainty of agribusiness managers

Abstract

The article is devoted to the study of the relationship between emotional intelligence, empathy and tolerance to uncertainty and their role in the formation of the managerial potential of managers in agricultural enterprises. The high level of uncertainty and risks that accompany the management process in agro-industrial enterprises places increased demands on the level of managerial competencies development in their managers. The development level of highly professional managers is one of the important factors for agribusiness, because the quality of management depends on the company’s effectiveness. The managerial potential of the manager, along with the personnel policy and management system of the organization, plays a leading role in the formation of the agro-industrial enterprise managerial potential. Managers with high emotional intelligence and tolerance to uncertainty are much easier to survive crises, which contributes to the development of the right management decisions and, as a result, the economic success of the enterprise. There were significant differences in the scales of expression control, tolerance to uncertainty, empathic fantasy, empathic distress, and empathic care for female and male managers.

Promotion of Agribusiness in Nigeria through Youths’ Employability Skills and Entrepreneurial Training

“…This is an advantage in managing self-emotions without hurting people around them. The efficacy of emotional intelligence on managers was empirically stressed by (Vyatkin et al, 2021). A larger percentage (94%) slightly and wholly showed proficiency in disassociating with individuals from diverse backgrounds.…”

Assessing the Managerial Capabilities of Staff: A Systematic Model

“…Sinyagin (2018, p.301) goes on to argue that managerial competence as a sub-indicator comprises further dynamic capabilities of "managerial experience; alacrity for the implementation of managerial functions, readiness for administrative activities; ability to plan, organize, control, and coordinate the activities of large organizational structures; and, readiness for the adoption of independent management decisions". Similarly, Vyatkin et al, (2021) relates high emotional intelligence and tolerance to uncertainty as necessary elements of managerial capacity. Hence, the assessment model should measure them to ensure robust managerial decisions in and economic success of the organisation.…”