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This article focuses on examining new specific practical recommendations for delivering feedback in the process of staff management in organizations by applying the resources of emotional intelligence. Managers’ I-statement mistakes, imperceptible at first sight, are analyzed and explained from the point of view of their psychological correctness; ways of correcting them are presented. In detail, with real-life examples of the feedback in the organizations, it is explained how a leader can take into account the psychological difficulties of feedback perception and increase its effectiveness. Thus, the following mistakes of the feedback are analyzed: the feeling the one giving feedback is not mentioned at all; his feeling is generalized; it is determined in an unspecified way or expressed to a person in general; the person’s behavior, which evokes a feeling, is not described at all or is described in an unspecified way; it is not specified what exactly has caused a feeling in a communicative situation; a conclusion on the person’s actions and the person in general as a generalization of his actions; exaggerating; identifying a trait of character of someone’s actions as a generalization of his actions; emphasis; describing internal processes of another person; expressing another person’s attitude to something or someone; a subjective evaluation; interpreting a person’s actions; an instruction (lecturing, sermonizing); a tirade; a mockery; an accusation; comparing a person with someone; a condemnation; a threat, an insult, a humiliating statement; condescending phrases; a wish; a request. Correct I-statements are a universal mechanism of self-regulation, self-support.

Innovative aspects of feedback delivery in management process by applying emotional intelligence