ABSTRACT. The aim of the present research was to explore the relationship between emotional intelligence and conflict management styles in staffs at the Bank. Abstract: The present study aims to analyze the effect of Emotional intelligence on the conflict management style of the employees of IT sector. The investigation . Second, this study explored the relationship between emotional intelligence possessed by the Keywords: Emotional Intelligence, Conflict Management Styles.
Organizational change is frequently associated with emotional conflict or interpretative conflict . In such a situation awareness of the style employees use to handle conflicts would be helpful [16, 17, 18]. The term conflict has been employed in different ways reflecting the different levels at which conflicts exist [19, 20]. Thomas has given two broad uses of the term conflict. The first use refers to incompatible response tendencies within an individual, e. The second use refers to conflicts that occur between different individuals, groups, organizations, or other social units .
Putnam and Poole and Thomas on the basis of their analysis of numerous conceptualizations and definitions of conflict identified three characteristics: Interdependence exists when each party involved depends, at least in part on the actions of the other for the attainment of their goals.
Without Interdependence, the actions of each party have no impact on the outcomes of the other party.
Therefore, interdependence is an essential pre-condition of any conflict situation, providing an interpersonal context in which conflicts may arise.
Disagreement exists when parties involved think that different values, needs, interests, opinions, goals, or objectives exist. IN inter- personal conflictdisagreement is a key component.
However, disagreeing parties will not experience conflict when the point of disagreement is irrelevant or unimportant for e. The role of negative emotion jealousy, anger, anxiety, or frustration has been emphasized into into conceptualizations of conflict by many researchers [24, 25, 26, 27, 20, Therefore, a fourth property, negative emotion, can also be added.
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In this study, we focus on interpersonal conflict which has been defined in many different ways [21, 23]. Researchers Within the conflict domain have identified a number of conflict management styles and their role in satisfactory management and resolution of conflicts have been identified [28, 29, 22, 30, 21, 23].
Several measures assessing styles of conflict management have also been developed [31, 32, 33]. Traditionally, five different styles of conflict management: These styles are seen as general strategies or behavioral orientations that individuals adopt for managing and resolving conflicts.
Asserting style occurs when individuals strive to win. In this style one party gains at the cost of the gains of other party. Conflict, therefore, is considered a win- lose situation. Like asserting, accommodating style occurs when individuals sacrifice their own needs and desires in order to satisfy the needs of other parties. Compromising style frequently splits the difference or involves give and take behaviors where each party wins some and loses some.
Problem-solving style occurs when individuals involved in conflict try to fully satisfy the concerns of all parties. In this style, actions are aimed at the achievement of goals and objectives of all parties. Hence, it results as a win-win solution.
At last, avoiding style occurs when individuals are indifferent to the concerns of other party and refuse to act or participate in conflict. Here, one party withdraws, physically or psychologically, abdicating all responsibility for the solution. Literature in this field reflects that cooperative styles problem solving, accommodating and compromising are positively associated with constructive conflict management and with individual and organizational outcomes  and show substantial concern for the other party.
Among these three, problem solving style is generally perceived as the most appropriate, most effective, and highly competent style in managing conflicts [35, 36]. Weider-Hatfield and Hatfield found problem-solving positively related to interpersonal outcomes . Burke suggested that, in general, problem solving style was related to the effective management of conflict, while asserting and avoiding were related to the infective management of conflict .
Lawrence and Lorsch suggested that a confrontation style dealing with intergroup conflict was used to a significantly greater degree in higher than lower performing organizations . Jordon and Troth emphasized that individuals with high EI prefer to seek cooperative solutions when confronted with conflict .
Goleman suggested that emotionally intelligent employees are better at negotiation and effectively handling of their conflicts with organizational members . A growing number of scholars suggest that emotional intelligence EI plays an important role in managing interpersonal conflicts .
However, there is little or no empirical data on relationships between EI and handling interpersonal conflicts conducted in an Indian organizational context. To bridge the gap, the present study seeks to explore the relationship between Emotional Intelligence and conflict management styles.
The relationship between emotional intelligence and conflict resolution styles
Method and Objectives of the study The objective of the study was to explore the relationship between emotional intelligence and conflict management. Sample A sample of working mid-level managers from different organizations of north India was selected. The subjects thus covered in the study were the willing participants drawn from a mix of socio-economic backgrounds in the years age range.
The managers were contacted personally with each organization and requested to complete the survey questionnaire in 30 minutes. All participants completed the surveys in their scheduled time. It consists of 80 items that reflect adaptive tendency toward emotional intelligence.
Each item in the questionnaire described a work-related behavior. Respondents used a 7-point Likert scale. Higher the score, greater the tendency an individual possessed to exhibit emotionally intelligent behavior. ECI is divided into the following four sub-skills, as defined in Goleman's emotional intelligence model: Self-awareness, Self-management, Social awareness, and Relationship management.
An average for each cluster was found by summing responses to the corresponding questions that pertain to a cluster. In this questionnaire, twenty items, adapted from previous measures were used to assess the extent to which students employed five styles problem-solving, asserting, avoiding, compromising, and accommodating [31, 33].
The style items assessed these behaviors on 7-point scales ranging from 1 never to 7 always. The descriptive statistics of the data are given in table 1. Self-awareness 0 - 44 99 Self awareness has a significant positive correlation with asserting and compromising styles of conflict management, and there is no relationship between problem solving, avoiding and accommodating styles of conflict management.
Self management has significant and positive correlation with problem solving, asserting, compromising and accommodating styles of conflict management.Leadership tutorial: Exercising emotional self-control - south-park-episodes.info
It has significant relationship with avoiding styles of conflict management. Social awareness is positively and significantly correlated with problem solving, asserting, compromising and accommodating styles of conflict management.
It has no relationship with avoiding style of conflict management. Social skills are positively correlated with problem solving, asserting, compromising and accommodating styles of conflict management. Quarterly of Managemernt and Development, The relationship between conflict management strategies and emotional intelligence coaching sports teams, East Azarbaijan province.
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Choice of conflict-handling strategy: