The Role of Strategic Decision-Making, Organisational Culture, and Managerial Emotional Intelligence on the Long-Term Profitability of Nigerian Manufacturing Firms
Abstract
The author's [8] conceptual framework of managerial Emotional Intelligence (MEI) comprises five fundamental competencies: self-awareness, self-regulation, motivation, empathy, and social skills. Researchers have demonstrated that these competencies primarily influence how managers process information, manage uncertainty, build interpersonal trust, and maintain organisational direction in unstable conditions [9, 10]. Predominantly, when inculcated in a conducive organisational culture and aligned with stringent strategic decision-making procedures, MEI generates compounding effects on financial performance indicators, including Return on Assets (ROA), Return on Equity (ROE), Net Profit Margin (NPM), and Earnings Per Share (EPS). The human capital aspect of managerial competence is an extremely important factor in achieving sustainable competitive advantage in Nigeria, given the environment of high operational turbulence, weak infrastructure, exchange-rate instability, and intense competition from imports [3, 11].
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