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 impact of emotional intelligence on conflict management styles used by jordanian nurse managers

2018 ◽  
Vol 27 (3) ◽  
pp. 560-566 ◽  
Author(s):  
Zaid Al‐Hamdan ◽  
Iman Adnan Al‐Ta'amneh ◽  
Ahmad Rayan ◽  
Hala Bawadi
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Nurse Managers ◽  
Management Styles ◽  
Conflict Management Styles ◽  
The Impact

The impact of young Chinese employees’ notions of work on conflict management styles

2018 ◽  
Vol 29 (3) ◽  
pp. 306-326 ◽  
Author(s):  
Yong Meng ◽  
Haiyun Yu ◽  
Zhenzhong Ma ◽  
Zhiyong Yang
Keyword(s):  
Conflict Management ◽  
Personal Growth ◽  
Transition Period ◽  
Employee Performance ◽  
Hierarchical Regression ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Work Related ◽  
The Impact

PurposeThis study aims to explore the impact of well-educated young Chinese employees’ notions of work on their conflict management styles in the increasingly turbulent workplace to help better manage work-related conflict in the time of transition in China.Design/methodology/approachSelf-administered questionnaires were used to collect data from over 400 young Chinese employees. The data were first factor analyzed to explore the underlying dimensions of contemporary work notions in China’s transition period. Hierarchical regression analysis was then conducted to explore the relationship between dimensions of work notions and conflict management styles.FindingsThe results showed that well-educated young Chinese employees’ notions of work consisted of sense of control, fulfilling and rewarding, holistic concerns, personal growth and development and meaningfulness. The results further indicated that young Chinese employees with strong needs to satisfy individual interests in their work tend to use competitive methods to manage work-related conflicts, employees with strong needs to satisfy group interests in their work prefer to use collaborative methods and those who believe in collective efforts in achieving individual goals through group goals’ obtainment are more likely to use collaborative and compromising approaches.Originality/valueThis study provides a new perspective to manage work-related conflict in the Chinese context. The findings of this study are able to help enrich conflict management theories in China and suggest insightful conflict resolution approaches to work-related conflicts in China’s changing environment. This study also helps bridge the research gap between work notions and conflict management styles. The results of this study can greatly facilitate Chinese companies’ endeavors toward crafting a more innovative workforce and help improve employee performance in China’s transition to industrialization.

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.

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 Conflict Management Styles among Hospital Nurses In Relation To Their Burnout and Emotion Intelligence

2017 ◽  
Vol 4 (4) ◽  
Author(s):  
Manikandan ◽  
Sajeeth Kumar Gopalakrishnan
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Sampling Method ◽  
Maslach Burnout Inventory ◽  
Hospital Nurses ◽  
Management Styles ◽  
Intelligence Scale ◽  
Conflict Management Styles ◽  
Burn Out ◽  
Convenience Sampling

This study examined the association of conflict management styles among hospital nurses in relation to their burnout and emotion intelligence. The sample was 136 nurses of government and private hospital at Puducherry. Convenience sampling method was adapted to select the sample for the present study. Measure of Thomas Kilman conflict mode instrument by Kenneth L. Thomas and Ralph H. Kilman, Maslach Burnout Inventory-General Survey (MBI-GS) and the Emotional Intelligence Scale by Wong & Law to respondent. Data collected were analyzed using f-test and correlation. The results indicate that significant correlations exist between conflict management styles and burn out, and no correlation exist between EI and burnout, emotional intelligence and conflict management styles.

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.

Limiting fear and anger responses to anger expressions

2019 ◽  
Vol 31 (4) ◽  
pp. 581-605
Author(s):  
Laura Rees ◽  
Ray Friedman ◽  
Mara Olekalns ◽  
Mark Lachowicz
Keyword(s):  
Conflict Management ◽  
Cognitive Processing ◽  
Self Efficacy ◽  
Behavioral Activation ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Online Simulation ◽  
Anger Expressions ◽  
Practical Implications

Purpose The purpose of this study is to test how individuals’ emotion reactions (fear vs anger) to expressed anger influence their intended conflict management styles. It investigates two interventions for managing their reactions: hot vs cold processing and enhancing conflict self-efficacy. Design/methodology/approach Hypotheses were tested in two experiments using an online simulation. After receiving an angry or a neutral message from a coworker, participants either completed a cognitive processing task (E1) or a conflict self-efficacy task (E2), and then self-reported their emotions, behavioral activation/inhibition and intended conflict management styles. Findings Fear is associated with enhanced behavioral inhibition, which results in greater intentions to avoid and oblige and lower intentions to dominate. Anger is associated with enhanced behavioral activation, which results in greater intentions to integrate and dominate, as well as lower intentions to avoid and oblige. Cold (vs hot) processing does not reduce fear or reciprocal anger but increasing individuals’ conflict self-efficacy does. Research limitations/implications The studies measured intended reactions rather than behavior. The hot/cold manipulation effect was small, potentially limiting its ability to diminish emotional responses. Practical implications These results suggest that increasing employees’ conflict self-efficacy can be an effective intervention for helping them manage the natural fear and reciprocal anger responses when confronted by others expressing anger. Originality/value Enhancing self-efficacy beliefs is more effective than cold processing (stepping back) for managing others’ anger expressions. By reducing fear, enhanced self-efficacy diminishes unproductive responses (avoiding, obliging) to a conflict.

Testing activity reduces conflict associated strain (ARCAS) model

2019 ◽  
Vol 49 (1) ◽  
pp. 125-148 ◽  
Author(s):  
Vijay Kuriakose ◽  
Sreejesh S. ◽  
Heerah Jose ◽  
Shelly Jose
Keyword(s):  
Negative Affect ◽  
Conflict Management ◽  
Well Being ◽  
Management Style ◽  
Relationship Conflict ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Conflict Management Style ◽  
Affect State

Purpose The purpose of this paper is to test the activity reduces conflict associated strain (ARCAS) model with the aid of AET examining the direct effect of relationship conflict on employee well-being and also discussing the mechanism through which relationship conflict influences employee well-being, and also to test the ARCAS model examining whether passive and active conflict management styles influence this relationship. Design/methodology/approach Responses were collected from 554 software engineers using structured questionnaire and postulated relationships were tested using Process Macros. Findings The study established that relationship conflicts are detrimental to employee well-being. It also established the indirect effect of relationship conflict on employee well-being through negative affect state. Negative affect state is an intra-personal mechanism linking relationship conflict and employee well-being. The study also extended the ARCAS model by establishing that passive ways of handling conflict amplify and problem-solving conflict management style mitigates the adverse impact of relationship conflict. Contrary to the prediction, forcing conflict management style was found to amplify the adverse effect of relationship conflict on well-being through negative affect state. Practical implications The findings of the study highlight the detrimental effect of relationship conflict on well-being and highlight the vital role of individual affective states in the conflict process. Furthermore, the study provides valuable insights for managers on how individuals’ conflict management styles influence the effect of relationship conflict on well-being. Originality/value The study specifically examined the effect of relationship conflict on employee well-being and explored the psychological process through which relationship conflict diminishes well-being. Moreover, the study tested and extended ARCAS model with the aid of Affective Events Theory.

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