The impact of skills, personality and psychology on management and decision making: empirical study among managers and employees

Abstract

This paper summarizes the arguments and counterarguments within the scientific discussion on the issue of the influence of skills, personality factors, and psychology on management and decision-making processes. The systematization of literature on the problem of managerial decision-making has shown the impact of a significant number of internal factors on the effectiveness of corporate governance. The main purpose of the research is to determine whether personality impacts management processes in organizations. The object of the study is 25 managers and 60 employees of companies working in different spheres. The analysis in the paper is carried out in the following logical sequence: at the first stage, the literary sources containing the results of previous studies on this topic were analyzed; based on the obtained results, a survey of managers and employees of companies was conducted, and appropriate conclusions were made. Methodological tools of the research include survey, interview, and statistical methods: cross tabulation with Pearson Chi-square testing. The paper presents the results of an empirical analysis, which shows that most employees and managers think that the efficient managers are the ones who are loved by employees. According to the managers and employees, these are the best skills that an efficient manager should have: communication skills, leadership skills, decision-making skills, professional knowledge and practice. Both employees and managers think that the best managers are extroverts, ambitious and leader-like. According to the managers and employees, the most efficient managers are analytical, active, social, wise and enthusiastic. According to managers, the most efficient managers are characterized as the thinker (melancholic) and socially useful, and according to employees, the most efficient manager is characterized as the doer (choleric) and socially useful. According to managers and employees, a good decision-maker is analytical and wise. The results may be useful for organizations, also for studies in management, HR, psychology, personal development, etc.