Emotional Intelligence and Conflict Resolution: Implications for Human Resource Development

Abstract

The problem and the solution. There continues to be strong interest regarding the emotional intelligence construct,primarily because of the construct’s potential as a predictor of workplace behavior in organizations. Little research has been conducted, however, that considers the implications of emotional intelligence for organizational change and human resource development in organizations.The study outlined in this article explores the connection between emotional intelligence and preferred styles of conflict resolution and examines the implications for human resource development and micro level organizational change specifically. One hundred and thirty-nine respondents were administered the Workgroup Emotional Intelligence Profile, a measure of group members’ emotional intelligence when working in teams, as well as the Thomas-Kilmann Conflict Model Instrument. The results consistently showed that individuals with high emotional intelligence preferred to seek collaborative solutions when confronted with conflict. Implications for human resource development and organizational change are also discussed.

Choosing among tests of emotional intelligence: What is the evidence?

“…Training programs focus on helping officers better manage or regulate their own reactions and those of others in conflict situations (Cherniss, 2000), an effort greatly facilitated by using an EI measure that clearly distinguishes emotional regulation from other emotional abilities (for example, the MSCEIT). Jordan and Troth (2002) demonstrated empirical support for a relationship between EI abilities and preferred styles of conflict management. Individuals with high EI were significantly more likely to seek collaborative solutions to conflict, while individuals with lower levels of EI were more likely to engage in forcefulness and avoidance as conflict management strategies.…”

“…Fifth, it is important to note that more of a particular emotional behavior does not equate to enhancing intelligence. There is a tendency among people to assume that more is better ( Jordan & Troth, 2002). The hazards of taking this approach are evident if one examines research on the process of demonstrating empathic accuracy.…”

Personality traits and conflict management styles in predicting job performance and conflict

“…Task conflict can increase performance, while relationship conflict may decrease performance (Jehn et al, 2008) but as a function of conflict management (Jones and White, 1985). Task conflict improved performance when the integrating, and not when competing Predicting job performance and conflict or avoiding, approach to conflict was adopted (Jordan and Troth, 2002;Li and Hambrick, 2005;Schotter and Beamish, 2011). Integrating CMS may have a direct effect on performance, but job performance improves when emotionally intelligent people handle conflict by integrating or compromising (Shih and Susanto, 2010).…”

“…Coping with stress and anger is an effortful task in itself, and those already high on anxiety will be even more threatened by conflict and will thus avoid conflict (Moberg, 2001). Emotional intelligence is an antecedent of CMSs for integrating and compromising styles (Jordan and Troth, 2002;Shih and Susanto, 2010;Zhang et al, 2015). Emotionally intelligent people are expected not only to be in control of their own and others' emotions within a relationship (Mayer et al, 2008) but also considerably altruistic and empathic (Fehr and Singer, 2005).…”

The Conflict Management Grid: A Selection and Development Tool to Resolve the Conflict between the Marketing and Sales Organizations

“…They argue that conflict has an important role in optimizing organizational performance through developing "critical evaluation which decreases the groupthink phenomenon by increasing thoughtful consideration of criticism and alternative solutions" (Jehn, 1995, p. 260). To make conflict more productive, Jordan and Troth (2002) further suggest that the strategy used to handle interpersonal conflict is a crucial factor in successful conflict resolution. The integrating strategy of conflict management improves job performance when the solution to a conflict would benefit both parties.…”