Interpersonal Communication Competence Questionnaire – Chinese Version

Description

Interpersonal communication competence is one of the essential qualities that modern enterprise managers must possess. In today’s global economic integration, with the interaction between different cultural members in organizations, the interpersonal communication competence of managers has become a crucial factor affecting management performance. Therefore, studying the interpersonal communication competence of enterprise managers holds significant importance. Interpersonal communication competence refers to the ability to communicate effectively and appropriately in social contexts. Effectiveness measures the extent to which communication behavior contributes to the achievement of personal and relational goals, while appropriateness assesses the consistency of communication behavior with situational and relational constraints. Effectiveness and appropriateness are important indicators for evaluating the level of communication competence.

Using Spitzberg’s three-dimensional structure of communication competence as a theoretical foundation, Zhang Shuhua (2003) developed the Interpersonal Communication Competence Questionnaire (ICCQ), which includes three dimensions: communication skills, communication cognition, and communication disposition. This questionnaire incorporates relational and situational variables to match the necessary communication traits and work characteristics of managers point by point, demonstrating good reliability and validity (Cronbach’s alpha of 0.7285). In order to enhance fluency, Du Qingling et al. (2011) adjusted six reverse indicators in the communication skills measurement of the questionnaire, transforming statements like “You cannot easily express your emotions verbally” into “You can easily express your emotions verbally.” The questionnaire consists of 17 items, where communication skills and communication disposition are measured using a Likert scale of 5 (李克特测量法 Likert-5), and communication cognition uses situational questions.

Authors and Contact Email

Information not available

Purpose

The purpose of this study is to analyze the interpersonal communication competence of managers in various enterprises, emphasizing the importance of effective communication in achieving organizational goals.

Test Year

The data collection for this study took place from December 2014 to March 2015.

Administration Method and Scoring

Data were collected through two methods: distributing questionnaires via email and on-site distribution. After obtaining consent from frontline and middle-level managers, questionnaires were either distributed on-site or via email to frontline and middle-level managers, who then forwarded them to their direct subordinates. The managers evaluated their emotional intelligence and interpersonal communication competence, while employees rated their leaders’ behaviors. The questionnaire utilized a paired sample model, ensuring data quality by marking matching codes throughout the distribution and collection process. A total of 550 questionnaires were distributed, with 454 effective responses collected, resulting in an effective recovery rate of 82.5%, including 50 leader self-assessment questionnaires and 404 employee evaluations. The average number of direct subordinates per manager was 8.08.

Reliability and Validity

The questionnaire demonstrates good reliability and validity, with a Cronbach’s alpha coefficient of 0.7285.

Factors and Subscales

Factors include communication disposition (沟通倾向), which consists of communication motivation (沟通动机), communication anxiety (沟通焦虑), verbal expression skills (言语表达技能), non-verbal expression skills (非言语表达技能), listening skills (倾听能力), and communication cognition (沟通认知能力). High scores indicate a strong desire to understand and be understood, high anxiety during speeches, good expression of thoughts and feelings, appropriate non-verbal cues, and a high level of cognitive awareness in communication scenarios.

Keywords

Interpersonal communication, communication competence, managerial skills, effective communication, organizational performance.

Items in Chinese

1. 你能够自如地用口语表达你的情感。
2. 你在表达自己情感时，能够选择准确恰当的词汇。
3. 对连续不断的会谈感到可以承受。
4. 重复他的话，弄清楚后再发问。
5. 通过询问，请他完整地解释他的意思。
6. 面对说话者，身体前倾。
7. 与人交流中目光接触，手势、姿势表现适当。
8. 善于用眼神或触摸表达关怀和热情。
9. 在各种场合自己的服装穿着得体。
10. 善于用语音、语调表达你的意思。
11. 在给不太熟悉的人打电话时，你感到呼吸从容。
12. 你在演说时神态自若，能够完成预期目标。
13. 你在演说时身体各部位能够放松、自如。
14. 渴望被他人理解。
15. 渴望了解他人。

Items in English

1. You can easily express your feelings verbally.
2. You can choose accurate and appropriate words when expressing your feelings.
3. You feel you can withstand continuous conversations.
4. You repeat what he says to clarify before asking further.
5. You ask him to explain his ideas completely.
6. You lean forward when facing the speaker.
7. You maintain eye contact and use appropriate gestures and posture in communication.
8. You are good at expressing care and enthusiasm through eye contact or touch.
9. You dress appropriately for various occasions.
10. You are skilled at expressing your ideas through voice and intonation.
11. You feel calm when making calls to less familiar people.
12. You remain composed during speeches and can achieve your intended goals.
13. Your body remains relaxed and at ease while speaking.
14. You desire to be understood by others.
15. You wish to understand others.

References

张淑华,夏敏,蒋兴宏等.企业管理者人际沟通能力结构研究[J].心理科学,2004(02):480-482.DOI:10.16719/j.cnki.1671-6981.2004.02.070.
杜清玲,高卫中,巴连良.基于因子分析的人际沟通能力结构研究[J].数学的实践与认识,2011,41(17):29-33.
吴抒宸. 管理者情绪智力对变革型领导的跨层次影响研究[D].吉林大学,2015.