Emotional intelligence, conflict management styles, and innovation performance

2015 ◽  
Vol 26 (4) ◽  
pp. 450-478 ◽  
Author(s):  
Su Juan Zhang ◽  
Yong Qiang Chen ◽  
Hui Sun
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Construction Industry ◽  
Management Strategies ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.

An asymmetric cross-cultural perspective on the mediating role of conflict management styles in expatriation

2017 ◽  
Vol 28 (5) ◽  
pp. 592-616 ◽  
Author(s):  
Ying Zhang ◽  
Xialing Wei ◽  
Wei Zhou
Keyword(s):  
Conflict Management ◽  
Cultural Intelligence ◽  
Cultural Distance ◽  
Positive Influence ◽  
Cultural Environment ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Expatriate Adjustment ◽  
The Relationship

Purpose This paper aims to examine the asymmetric effect of cultural distance on the relationship between cultural intelligence and expatriate adjustment through the mechanisms of conflict management styles. Design/methodology/approach This paper conceptualizes a model depicting the interplay between culture intelligence, conflict management styles, cultural flows and expatriate adjustment. Findings The authors argue that the integrating style aggravates the positive effects of cultural intelligence on expatriate adjustment, while the avoiding style may undermine such effects. There is also a possible moderating effect of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment such that, the positive influence of cultural intelligence on adjustment is reinforced when the expatriate is sent from a loose cultural environment to adjust to a tight cultural environment, and that the positive influence of cultural intelligence on adjustment is diminished when the expatriate is sent from a tight cultural environment to adjust to a loose cultural environment. Originality/value This paper explicates the mediating effect of conflict management styles and the moderating roles of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment. The authors suggest that the level of adjustment is contingent on the direction of cultural flows that the assignment operates in.

Managing conflict with emotional intelligence: abilities that make a difference

2015 ◽  
Vol 34 (2) ◽  
pp. 226-244 ◽  
Author(s):  
Margaret M. Hopkins ◽  
Robert D. Yonker
Keyword(s):  
Emotional Intelligence ◽  
Problem Solving ◽  
Social Responsibility ◽  
Conflict Management ◽  
Impulse Control ◽  
Future Research ◽  
Management Styles ◽  
Regression Analyses ◽  
Conflict Management Styles ◽  
Content Type

Purpose – The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace. Design/methodology/approach – Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed. Findings – Results of regression analyses indicate several significant relationships between EI abilities and participants’ conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace. Research limitations/implications – Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people’s choices in conflict management styles. Practical implications – Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively. Originality/value – This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.

scholarly journals The Mediating effect of Conflict Management styles of School Heads on the relationship between Ethical Climate and Organizational Commitment among Public Elementary Schools in region XI

2016 ◽  
Vol 7 (1) ◽  
pp. 751-761
Author(s):  
ElizabethA Bernaldez ◽  
Gloria P Gempes
Keyword(s):  
Organizational Commitment ◽  
Conflict Management ◽  
Ethical Climate ◽  
Mediating Effect ◽  
Correlation Technique ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Mediating Role ◽  
School Heads ◽  
The Relationship

This study aimed to investigate the mediating effect of conflict management styles of school heads on the relationship between ethical climate and organizational commitment of teachers among 520 teachers in Davao Region, Philippines. This study employed non-experimental design utilizing descriptive correlation technique. The statistical tools used were mean, pearson-r and regression technique. Research instruments on conflict management styles, ethical climate and organizational commitment which were pilot tested and content validated were used as sources of data. Using pearson-r, the results revealed significant relationships between ethical climate, organizational commitment of teachers, and conflict management styles of school heads. Utilizing medgraph Sobel z-test, the results of the study revealed partial mediating effect of conflict management styles of school heads on the relationship between ethical climate and organizational commitment of teachers. This implies that the mediating role played by conflict management styles of school heads partially assisted in clarifying the process that was responsible for the relationship between ethical climate and organizational commitment of teachers.

scholarly journals Mediating Impact of Emotional Intelligence Competencies on the Relationship of Conflict Management Styles and Service Quality of Higher Education: A Pakistan Based Study

2019 ◽  
Vol 5 (4) ◽  
pp. 623-636
Author(s):  
Umair Asghar ◽  
Khalid Pervaiz
Keyword(s):  
Higher Education ◽  
Emotional Intelligence ◽  
Service Quality ◽  
Conflict Management ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Quality Of Higher Education ◽  
Relationship Of ◽  
The Relationship

This quantitative, investigation was to explore mediating impact of emotional intelligence competencies on the relationship between conflict management styles and service quality of higher education. In this study, multi-stage cluster sampling technique was applied for the selection of sample whereas SPSS was used for testing the hypothesis which measures the direct and indirect effect. Structured questionnaires were used for data collection which comprised of 5 points Likert scale. The findings proved partial mediation to emotional intelligence competencies between the relationship of conflict management styles and service quality of higher education which indicates higher the emotional intelligence competency the staff has, would have the higher the ability to resolve day to day conflicts. The research suggests that faculty and staff training programs, workshops to improve service quality would help to narrow the gap between customer’s perceptions and expectations.

Conflict Management Styles and Innovation Performance

2021 ◽  
Vol 12 (4) ◽  
pp. 31-45
Author(s):  
Saad G. Yaseen ◽  
Ghaleb A. El Refae ◽  
Dima M. Dajani ◽  
Ashgan A. Ghanem
Keyword(s):  
Conflict Management ◽  
Structural Equation ◽  
Middle Eastern ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Management Styles ◽  
Organizational Agility ◽  
Conflict Management Styles ◽  
Business Context ◽  
The Relationship

The aim of this research is to empirically investigate the relationship between conflict management styles (CMSs), organizational agility, and innovation performance. Covariance-based structural equation modeling was used to test Rahim and Bonoma conflict management styles and their relations to organizational agility and innovation performance. A total of 460 questionnaires were collected from the Jordanian telecommunication companies. Findings revealed that integrating style has a significant impact on the organizational agility and innovation performance. Organizational agility mediates the relationship between compromising and integrating conflict styles and innovation performance. The obliging, dominating, and avoiding conflict management styles have an insignificant effect on innovation performance. This research has significantly contributed to the existing literature where prior studies were mainly conducted in the Western context. The conflict management field is still under research in the Middle Eastern business context.

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ting Wang ◽  
Jianlin Wu ◽  
Jibao Gu ◽  
Lingyu Hu
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Dependence Theory ◽  
The Impact ◽  
The Relationship

Purpose Firms often encounter complicated external relationships and conflicts in inbound and outbound open innovation (OI). Conflict management significantly affects innovation results. Guided by resource dependence theory (RDT), this study aims to examine the moderating effects of conflict management styles in the relationship between OI and organizational performance (OP). Design/methodology/approach This study focuses on manufacturing and service firms in China, with the respondents composed of senior managers. Using hierarchical regression analysis, data from 270 firm samples are used to empirically test the hypotheses. Findings Inbound and outbound OI openness positively affects OP. Cooperative conflict management positively moderates the relationship between inbound OI openness and OP, whereas it negatively moderates the impact of outbound OI openness on OP. By contrast, competitive conflict management positively moderates the relationship between outbound OI openness on OP. Research limitations/implications Guided by RDT, this study explores the relationship between OI and OP and the moderating role of conflict management styles. However, it does not measure the level of resource dependence, which is among the future research directions for further validating the results of this study. Originality/value This study is among the first to investigate the impact of OI on OP in different conflict management styles. Findings suggest that choosing a suitable conflict management style may strengthen the positive effects of OI on OP.

scholarly journals Emotional intelligence and conflict management styles

2019 ◽  
Vol 27 (3) ◽  
pp. 458-470 ◽  
Author(s):  
Helen X. Chen ◽  
Xuemei Xu ◽  
Patrick Phillips
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Management Styles ◽  
Intelligence Scale ◽  
Conflict Management Styles ◽  
Content Type ◽  
Four Dimensions ◽  
The Impact ◽  
Different Levels ◽  
Chinese Managers

Purpose This paper aims to use a multi-level approach to examine the effects of emotional intelligence (EI) components on conflict management styles of Chinese managers when the respondents were in conflicts with their subordinates, peers or superiors. Design/methodology/approach The primary research was conducted in Dalian, China, via a personal survey resulting in 885 usable observations for analysis. EI was measured using the Wong and Law Emotional Intelligence Scale (WLEIS; Wong and Law, 2002), which is made up of 16 questions measuring four dimensions. The conflict management component was measured via Rahim’s (1983) five conflict management styles, which are avoidance, dominating, collaboration, compromise and integration. Findings The data analyses suggested that managers at different levels possess different EI and adopt different conflict management styles when dealing with their subordinates, peers and superiors. Specifically, when subordinates were involved in a conflict, junior managers and female managers were more likely to use the dominating style, while when peers were involved in a conflict, male managers were more likely to use the dominating style. When peers were involved in a conflict, managers working in public sectors were more likely to adopt the integrating, avoiding, obliging and compromising style. The Chinese managers were found to regulate their emotions and use of their emotions effectively in conflict with their peers and supervisors and thus they tended to adopt the avoiding, integrating and obliging style. Self-emotions appraisal and others emotions appraisal were significant to the adoption of the obliging style to handle conflict with their peers and supervisors. Use of emotions effectively was significant for the Chinese managers adopting the compromising style in conflicts with their peers, superiors and subordinates. Research limitations/implications The authors could only reach employees working and living in one city, which affects the generalizability of the paper. Practical implications Training should be provided to managers at different levels on the awareness of the impact of EI on conflict management at workplace. Originality/value There is little existing research on how employees across different levels within organisations in China moderate their EI according to the party they are interacting with. The objective of this paper is to stimulate further debate on the matter, thereby improving the understanding of EI moderation.

The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles

2021 ◽  
pp. 875697282110375
Author(s):  
Dedong Wang ◽  
Yang Liu
Keyword(s):  
Conflict Management ◽  
Relationship Quality ◽  
Construction Projects ◽  
Political Skill ◽  
Mediating Effect ◽  
Future Research ◽  
Negative Consequences ◽  
Management Styles ◽  
Conflict Management Styles ◽  
The Relationship

Negative consequences can arise if interpersonal conflicts in construction projects are not handled properly. This study aims to investigate the relationship among political skill, cooperative conflict management styles, and relationship quality. Multiple regressions were used to test the hypothesis based on 206 items of data collected from construction project practitioners in China. Results demonstrate the mechanism of action among political skill, conflict management styles, and relationship quality and verify the mediating effect of cooperative conflict management styles, providing enlightenment for future research on conflict management.

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