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1Leaders now communicate not only through traditional channels but also via social media platforms. Emotional intelligence (EI) can be described as the ability to understand, perceive, use and manage emotions to facilitate decision-making, engage in successful social interactions and regulate emotional responses (Mayer et al. 2002). The impact of new communication technologies and social media on leadership communication is significant. Interpersonal communication is the key to unlocking social support for preventive stress management. It is also important in building and sustaining human relationships at work (Nelson & Quick, 2019). With, communication between two individuals or more begins with the speaker and you have your listeners. To effectively communicate you must listen to the speaker. Power is intertwined in the language of communication between managers and their employees. A good supervisor is an expressive speaker, an empathetic listener, a persuasive leader, a sensitive person, and an informative manager (Nelson & Quick, 2019).
Next, effective supervisors express their thoughts, ideas, and feelings openly and aren’t afraid to voice opinions in meetings (Nelson & Quick, 2019). An effective supervisor may implement several tools that will impact his team and organization. A great supervisor treats each member of their team equally. They recognize individual contributions and foster a sense of inclusivity. A leader can give balanced feedback to its organization. An effective leader can solve problems by addressing issues promptly to maintain a positive work environment. Empathy and sensitivity help create a positive environment and allows employees to express concerns that they may experience in the workplace.
Finally, great supervisors keep their employees well informed by appropriately and selectively disseminating information (Nelson & Quick, 2019). Informative management styles consist of many different styles. For example, transformational focuses on inspiring and motivating the team to share their vision with the organization. Transactional is a style that focuses on rewards and milestones. Democratic leaders involve team members making decisions with collaboration and situational leaders are adaptive and flexible. They will adjust to the situation at hand and adapt to the environment of the organization. Some evidence suggests that higher EI is associated with more ‘objective’ decision-making when presented with multiple sources of information differing in relevance to the situational demands (Day and Carroll 2004).
