Assessment of Social Intelligence by Managers in the Cultural Context

From the point of view of the cultural contexts of management in the globalized and turbulent world, it is necessary to build on the concept of social constructivism as well as the assumption that social constructs are not generally valid but are conditioned by culture. In this context, attention is focused not only on social, ethnic, and cultural differences in the behaviour of managers but also on the impact of culture on the image of a manager. At the same time, questions how a particular culture influences the formation and behaviour of managers are examined describe the impact of culture on processes related to the work of managers (self-knowledge, self-esteem, management, choice, dissonance, emotion, motivation, control, etc.). In this context, there is also a place for social intelligence. On a particular example of social intelligence as a significant personality characteristic of managers, the aim of the presented research was to identify and specify the impact of the cultural context on the perception of this attribute. In the presented paper, the cultural context is represented by the selection of managers from 4 countries (Slovakia, Hungary, Czech Republic, and Ukraine). The differences in the perception of the attributes of social intelligence (manipulation, empathy, and social irritability) are analysed by these managers and they were surveyed by the social intelligence methodology MESI. In the studied cultural context, the results confirmed the existence of generally valid characteristics of managers. At the same time, however, the results confirmed the existence of differences in the assessment of the mentioned general characteristics of managers, depending on the cultural context. Managers, regardless of the cultural context of a country, have clearly achieved the highest score in the social intelligence attribute Empathy. They behave so often. The lowest level of preference in Manipulation was found in the responses of the Hungarian managers. The lowest rate of preference in Social irritability was found in the responses of the Slovak managers.