Impact Of Emotional Intelligence On Conflict Management

Impact Of sensational Intelligence On infringe forethoughtPurpose This paper aims at exploring the role of stirred apprehension in affecting the departure way bearings utilized.Design/ methodology/approach A ego-importance-administered questionnaire was used to survey 233 employees from several banks. Correlation and lapse was used to analyze the military issues. The mystifyings atomic number 18 discussed in the paper along with more or slight(prenominal) recommendations for managers and researchers.Findings The results revealed a signifi rattly positive kind among heights activated intuition and impost of integrating, compromising and induce styles of handling contravention. Low delirious wisdom was be to be associated with high use of avoiding and dominating style. seek limitations/implications The count has limitations which hold suggestions for future research including self-report issue, focus on exactly whizz vault of heaven i.e. banking secto r for analysis located in capital of Pakistan/ Rawalpindi. Also, the take in was one shot therefore there is need for longitudinal research to validate the findings. The need for apply research is to a fault emphasized. interoperable implications The paper provides practitioners with close to advice ab stunned empathiseing and managing negate through and through usage of ablaze comprehension and the importance of its training is highlighted.Originality/value The paper is a contribution to the existing limited research on the topic. as yet forward researches offered an important base for the study regarding the consequences of intellects on conflict caution nevertheless, they prevail not addressed the occurrence approaches that people ar more believably to use when confronted with conflict. It explores the link between the EI and t go forth ensemble in all(a) the louvre styles of conflict caution which has not been yet researched by any academician.Keywords sti rred up news, Integration, Compromising, Avoiding, Competing, Obligingcomposition type Research PaperINTRODUCTIONThe study particularly focuses on the individual ruttish word of honor agency abilities to manage a conflict as feelings play a key role in effecting behavior in general (Weiner, 1992) and negotiation behavior in particular (Barry Oliver, 1996). aroused intelligence shall be study for its connection to the re erudition of conflict formation and its deviate on the selection of conflict management strategies under different situations.The design of aflame intelligence can be traced back to Thorndikes (1920) concept of kind intelligence, Wechslers (1940) proposition of non-intellective abilities as wellhead as Gardners (1983) conceptualization of somebodyal intelligence. However, the bourne of unrestrained intelligence (EI) was originated by Salovey and Mayer (1990). Thereafter, it was the engagement of Goleman (1995) which globally popularized the r several ly of horny intelligence and as a result of that, both practitioners and academia guard started recognizing its importance in the world of governments. In recent years the construct of feelingal intelligence has been advanced as providing vaster insight into physical compositional behavior (Mayer, Salovey Caruso, 2000).Thus, this research focuses on analyzing the impact of individuals aroused intelligence on individuals faculty to effectively manage the conflict. Therefore, it was analyzed that which of the conflict management styles argon mostly used by individuals with high ablaze intelligence.Findings regarding the human relationship between sensational intelligence and conflict management and conflict block patterns pick divulge mixed results. A very little research has been done on this topic, as to analyze the impact of randy intelligence on all the phoebe bird styles of conflict management. Previous researches throw off offered an important base for the stud y regarding the consequences of emotions on conflict management nevertheless, they claim not addressed the particular approaches that people ar more probable to use when confronted with conflict. Other studies flummox explored limited, exclusively devil to ternion conflict management styles. This study explores all the five styles of conflict management. Moreover, the study aims to find out that the individuals high in frantic intelligence ar incline to which of the conflict management styles i.e. relationship between EI and conflict management styles. Further, it aims to recognize the importance of turned on(p) intelligence and constructive and destructive conflict management styles. Exploring these relationships leave prove to be a great contribution to the existing body of knowledge by revealing important findings in the study. This study will prove to be a source of understanding the benefits of using emotional intelligence in context of realizing conflict management . It will prove to be beneficial for the organizations in a way that it will induce them to recognize the importance of emotional intelligence for the healthy functioning of their organization which will result in several training programs for employees to develop emotional intelligence abilities.A creation is laid to better explain the construct of emotional intelligence as supported by various researchers. Further, research investigates the emotional competencies of individuals at heart the organization that promote constructive conflict management styles.LITERATURE REVIEWEmotionsEmotion in organizations as an academic field in its confess even out did not emerge until recently (Yeomans, 2007). Understanding the behavior in the employment requires grasping the nature and effect of human emotion. Our behavior and looking atings at trifle atomic number 18 affected when we pay off emotions. This situation is particularly prevalent in the state of conflict in which emotions a re sustaind regularly when individuals act with each other (Jordan Troth, 2004). Whether focus is placed on distinguishing between mat up emotions and revealed emotions, recognizing distinct emotions that appear in piece of works or the temporary effects of ostracizely charged mood, each of the authors see emotions an important determinant of employees response to workplace situations (Jordan, jurisprudencerence Troth, 2006).Emotional IntelligenceThe concept of emotional intelligence (EI) was first proposed by Mayer and Salovey (1990) which was wherefore popularized by Goleman in his famous book Emotional Intelligence wherefore It Can Matter More Than IQ, in which he made unshakable claims about contribution of emotional intelligence to individual success and specifically in workplaces. He identified intellectual intelligence as a contribution of 20 % towards success in workplace and remaining 80% whitethorn be attributable to emotional intelligence (Goleman, 1995). Since then, this area has got lots attention in the field of leadership, Human Resource Management and organisational Behavior. Researchers lay down defined EI as a distinct psycho lucid cleverness that can be consistently gauged. Interest among brotherly scientists on emotions as a domain of intelligence has grown in recent years. beforehand the importance of EI was realized in organizations, IQ was supposed to be satis positionory for well behaved human performance. Workers were indeed advised to put away their emotions at their homes before coming to work. But it is unrealistic to suppose that emotions can be left home or set aside when you arrive at work. near people whitethorn assume, for a variety of yards, that emotional neutrality is an i push-down list, but it is usually not good for an organization for it can counteract people to pass into management roles. As emotional intelligence is scathing to high performance, a person who knows how to stay propeld under stress , motivate others, manage complex interpersonal relationships, inspire others and build teams who are accept specialists on a product or service are probably to get better results (Goleman, 2005).Thus, the idea of EI has attained some attention from some researchers in this age of customer-focused organizations due to the perception of it as a federal agency to survive in present era of unfriendly, competitive and volatile purlieu (Suliman Al-Shaikh, 2007). According to some scholars, e.g. Johnson and Indvik (1999) and McGarvey (1997), an employees emotional intelligence is likely to be high when the organization is richer in the terms of emotions.It is easy to recognize paltry emotional intelligence in others. If the insensitive managers try to bulldoze their staff through steady criticism, loud voice, and veiled threats of joblessness will prompt the staff to great motions. This attitude is emotionally unintelligent. The behavior of people to start having a affray shoutin g match is as well as an emotionally unintelligent attitude. And once this behavior starts, it forms a downward spiral of low morale, avoidance and prohibit political sympathies (Dreu, 1997). The reason for this behavior stems from emotions. Emotions provide us energy. Negative emotions create nix energy and positive emotions create positive energy. However, the emotionally intelligent are aware of this. They do not continuously think about how they feel. They do not reach the extremes of showing or hiding everything. They express what they feel when suitable, so that molehills do not grow into mountains (Bagshaw, 2000).The significance of emotions in work settings has been well-known. Emotional intelligence is a multi-dimensional concept that links emotion and cognition to alter human interactions (Jordan, Peter, Lawrence, Sandra, 2009). Salovey and Mayer (1990) defined emotional intelligence as the subset of social intelligence that involves the ability to monitor ones own a nd others feelings and emotions, to discriminate among them and to use this discipline to occupy ones idea and actions (p. 189). This definition is comprised of three categories of abilities evaluation and looking at of emotion, decree of emotion, and using emotions in decision making.Based on Mayer and Saloveys model of emotional intelligence, Wong and Law (2002) devised their own model of emotional intelligence which comprises of four abilities, appraisal and Expression of Emotion (own and others), Use of Emotions and Regulation of emotions (own and others). Recognizing emotional intelligence as a set of cognitive abilities involves that a degree of individual effort is required for these abilities to be successfully utilized (Mayer, Salovey Caruso, 2000).Appraisal and expression of emotion is the ability to properly determine and express ones own emotions as well as to be sympathetic, appraise and express emotions of others (Zhou George, 2003). Management of our own emotio n can help us avoid annoyance, worry and grief and guide to become dynamic in our jobs and personal lives. Thus for a mental ability life, one should learn how to manage ones emotion. Emotions and cognitions are highly interconnected and emotional intelligence allows people with the ability to use emotions to aid the effective cognitive processing of information. Individuals vary not only in awareness, appraisal and expression of emotions but also in their ability to use emotions in collaboration with their cognitive processes to enhance effective functioning (Gross, 1998).Individuals with low emotional intelligence cannot effectively use their emotions to aid cognitive processes and may find it tight to coordinate among how they feel and what are they doing (Zhou George, 2003). People not only understand the emotions of others but also watch an effort to manage these emotions. The management of emotion enables an individual to join or not to join himself from an emotion in a p recondition situation depending on its utility at that given time. This is apparent in the individuals ability to have control on his agile reactions and postpone his judgment and then to communicate them in a metrical and careful manner (Dodgson, 1993). difference of opinion run afoul is a collective quandary in which two or more individuals, families, societies or regions disagree with each other (Dzurgba, 2006). Interpersonal conflict comprises of two or more persons in disagreement. Organizational conflict refers to a disagreement between or within groups in an organization. The groups might be of employees, workers union or management. Organizational conflict is the one mostly prevalent in the workplace due to the fact that people continuously hold opposing views on different issues, interests, beliefs, objectives and ambitions (Deutsch, 1990). Some harmful consequences of conflict can demoralize an organizations efforts. However, handling them correctly can be useful for in dividuals and organizations by creating effective, more flexible working relationship which would enhance innovative output and create novel solutions (Omoluabi, 2001).Conflict firmnessDuring previous number of decades, researchers took a keen interest in conflict and its impact on organizations. Many researchers have focused on numerous factors much(prenominal) as styles of handling conflict Jehn, 1997 Jehn, Northcraft Neale, 1999), resolution strategies (Van de Vliert Euwema, 1994), conflict and nicety (Ohbuchi, Suzuki Hayashi, 2001), theories of managing conflict (Rahim, 2002), conflict of interest and objectives (Vilaseca, 2002) and conflict management techniques (Fillbeck Smith, 1997). Conflict resolution is an alternative approach to handling conflicts. It is a procedure in which parties in conflict, through interpersonal communication are reached to an gratifying and harmonious even of agreement (Omoluabi, 2001). Based on the conceptualizations of Follett (1940), Bla ke and Mouton (1964), and doubting Thomas (1976), Rahim and Bonoma (1979) differentiated the styles of handling interpersonal conflict on two basal dimensions, reverence for self and for others. The first dimension explains the degree (high or low) to which a person attempts to come across his or her own restore. The second dimension explains the degree (high or low) to which a person attempts to ensconce with the consult of others. These two dimensions result in five distinct behavioral conflict management strategies integrating, obliging, dominating, avoiding, and compromising. incorporate (high consult for self and others) style involves openness, exchange of information, and assessment of dissimilarities to reach an effective solution acceptable to both parties. It is associated with problem solving, which may lead to creative solutions. Obliging (low concern for self and high concern for others) style is associated with attempting to minimize the differences and focusin g commonalities to satisfy the concern of the other party. Dominating (high concern for self and low concern for others) style has been linked with win-lose orientation or with forcing behavior to win ones position. Avoiding (low concern for self and others) style has been associated with withdrawal, or escape situations. Compromising (intermediate in concern for self and others) style involves give-and-take whereby both parties give up something to make a mutually acceptable decision (Rahim, 2002 ).Emotional Intelligence and Conflict ManagementThe basic notion throughout this paper is the intrinsically emotional nature of conflict. According to Gayle and Preiss (1998), a small amount of research has explored the emotional understanding of conflict in the workplace. However, Jehn (1997) suggests that emotions are an important component of conflict. Others including Thomas (1992), Ashkanasy and Daus (2002), and Bodtker and Jameson (2001) advocate that workplace conflict and emotions are strongly linked. They argue that as conflict is related to stress and pressure, it escalates emotional response and negative stimulation. Pinkly (1990) found a discrete rational versus emotional dimension to conflict management frame from his study on the disputants interpretations of conflict. Individuals, in the emotional frame which includes feelings such as jealousy, hate, wrath and frustration, are more likely to work less effectively because emotions infest and generalize the rational and instrumental way of thinking (Thomas, 1992).Weisinger (1998) recognized emotional management as a major ability essential to handle conflict in the workplace and improve relationships in workplaces. Subsequently, Goleman (2001a) listed conflict management as a core competency in his model of emotional intelligence, noting that effective conflict management is important for retaining argumentation relationships. Lubit (2004) stated that emotional intelligence is a competency that increas es the individuals capability to deal with toxic managers by means of enhanced conflict resolution skills.Suliman Al-Shaikh (2007) conclude in their study that employees with higher levels of emotional intelligence are expect to have more established life due to fewer conflicts and calmness which evokes creativity and innovation in employees. One needs to have good relationships with co workers and supervisors and should have an understanding of their emotions and feelings to be creative.Emotional Intelligence and Conflict Handling StylesInfluence of personality characteristics, interpersonal needs, individual behaviour, organizational status, emotions, power, rewards, beliefs, basic values amongst others also have a direct impact on the styles applied (Bodtker Jameson, 2001). Jordan and Troth (2002) study discovered that individuals with higher levels of emotional intelligence were more likely to search for integrative solutions when confronted with conflict and preferred not t o avoid. They asserted that, for the emotionally intelligent individual, integration in the appropriate conditions may be a sign of their ability to recognize and regulate emotions. As a result, integration serves to enhance employees relationships with their co-workers and assists to accomplish their goals during times of change. Indeed, in move ahead with their research, Jordan and Troth (2004) showed that groups having higher levels of emotional intelligence were more likely to inform using integrative conflict resolution style to settle on a real decision-making undertaking. Alternatively, those teams having less ability to deal with their own emotions had more chances to engage in greater use of avoidance tactical maneuver which resulted in lower performance. The study by Jordan, Ashkanasy and Ascough (2007) also found out the less use of avoidance techniques by those having high emotional intelligence.However, Foo, Elfenbein, Tan, and Aik (2004) in their study using student groups in a simulated negotiation, moderately surprisingly found that individuals with high emotional intelligence actually set down up with low performance in the negotiation due to the reason that to reach an integrative solution, these individuals agreed to the lowest to achieve an integrative solution. However they noted that their findings needed to be approached with some caution. However, Lawrence and Lorsch (1967) indicated that integrative style relations with intergroup conflict was considerably used to a greater extent in higher performing organizations than in low performing ones. Ogungbamila (2006) found that the forcing scheme had a direct significant relationship with work frustration enchantment confronting, withdrawing, smoothing and compromising strategies did not.Burke (1970) suggested that the integrating style was related to the effective management of conflict, while forcing (dominating) and withdrawing (avoiding) were related to the ineffective management of conflict. Goleman (1998) suggests that emotionally intelligent employees are well able to negotiate and effectively handle their conflicts with organizational members.genus Silvia (2002) determined that high emotional self-awareness acts as an impediment on individuals experience of strong emotions. In other words, individuals with higher emotional self-awareness will experience lower levels of emotional response in reply to emotion generating situations, and will be better able to break apart conflict effectively with their oath members.The management of own emotions involves an individuals ability to connect or disconnect from an emotion depending on its usefulness in any given situation (Mayer Salovey, 1997). In some conditions, emotions of other members need to be managed to ensure that working relationships are sustained. For instance, unmanageable anger in the workplace can have a negative impact on relationships, particularly if the anger is communicated to specific in dividuals (Davidson, MacGregor, Stuhr, Gidron, 1999 Fitness, 2000). On this basis, managing own and others emotions may be the key to avoiding these negative consequences during a conflict situation.For example, when faced with personal injustice during a conflict episode, an individuals feelings of anger may motivate or distract them for resolving the conflict. The individual with high emotional intelligence would be attentive of their anger, be able to administer their anger and regulate it to motivate their behavior beneficially. On the other hand, an individual with low emotional intelligence may not be aware of their emotions or the source of their emotions and allow anger to consume their feelings and reside on the inequity that may have hurried their anger in the first place. separately of these emotional abilities has suggestions for how individual perform in organizations and in particular how they resolve conflict (Suliman Al-Shaikh, 2007).Extending the benefits of EI to the negotiation context, we expect that by regulating ones emotions, and by maintaining a positive negotiating environment, a negotiator high in emotional intelligence can create an environment in which both negotiating sides are genial with the way the negotiation was performed. Despite the possible benefit of high EI individuals to create a positive negotiating experience for both themselves and for the negotiating mates, it is uncertain whether an individual benefits by negotiating with a high EI partner. One dimension of EI is to direct their emotion abilities to improve personal performance (Law, Wong Song, 2004). Conceivably the high EI partner can survival greater value from the negotiation for instance a high EI person can use abilities at understanding others (Wong, Law, Wong, 2004) to recognize that his or her partner is satisfied with the offer and not increase the offer further.Despite this surmise of personal performance at the expense of the partner, we expect that individuals profit by negotiating with high EI partners. Individuals high in EI can better gain the believe of others and trust encourages integrative bargaining (Naquin Paulson, 2003). Further, positive emotions lead to cognitive ginger nut and innovative strategies in fashioning integrative negotiation outcomes (Kumar, 1997). In contrast, negative emotions guide negotiators to identify the situation as distributive rather than integrative. compositional bargaining is helpful because the negotiation parties can discover each others interests and find ways to increase joint outcomes (Fisher, Ury Patton, 1991).THEORETICAL FRAMEWORKIndependent inconstant Dependent VariableIn order to give a capable picture of the proposed research, a conceptual framework has been developed. This gives a logical sense of the relationship between the selected dependent and independent variables. According to the above books review the variables defined are as followsEmotional Intelligence (Independent Variable)Integrating (Dependent Variable)Compromising (Dependent Variable)Dominating (Dependent Variable)Obliging (Dependent Variable)Avoiding (Dependent Variable)As it is evident from the conceptual diagram that as the increment in one variable i.e. Emotional Intelligence, produces a positive increase in the integrating, compromising and obliging style. The relationship is verbalise to be direct and highly positive as the increase in Emotional intelligence produces a positive effect on the three styles. Whereas, high emotional intelligence will have a negative impact on dominating and avoiding styles of conflict management. In short, high emotionally intelligent individual will be less likely to use the dominating and avoiding style to manage a conflict.HYPOTHESESH1 Individuals high in emotional intelligence are more inclined to take aim integrating style during conflict.H2 Individuals high in emotional intelligence are more inclined to adopt compromising style duri ng conflict.H3 Individuals low in emotional intelligence are more inclined to adopt dominating style during conflict.H4 Individuals high in emotional intelligence are more inclined to adopt obliging style during conflict.H5 Individuals low in emotional intelligence are more inclined to adopt avoiding style during conflict.RESEARCH METHODOLOGYParticipantsThe targeted tribe for this research was banking sector of Pakistan. As like other organizations, banks also have their own hierarchy including chain of command, span of control. This organization structure and psychological contract may often result in various conflicts within the organization. Hierarchy describes the structure of the management from top to down. Chain of command is chemical mechanism in which power and authority is exerted and delegated from senior management to every employee at every level of the organization. Whereas, span of control, is the number of people who report to one manager in a hierarchy. Psychologi cal contract refers to the perception of the two parties including the employee and employer where their mutual obligation may be viewed as promises and expectations towards each other. These all may have negative impact on job satisfaction, organization commitment and low trust level causing various task and relationship conflicts (Ali, 2008). Moreover, due to differences in personalities, a conflict can also occur e.g. a quality oriented person will have conflict with quantity oriented person.So to cope up with these issues, this study presents the importance of emotional intelligence in dealing with the individuals who cause conflict. The assay was selected from the private banks located in Islamabad/Rawalpindi. Total number of employees among which questionnaires were distributed was 260 employees out of which 233 employees returned the filled questionnaires. Response rate was 89 %. Each employee was working at managerial level.66 % of the respondents were male and 33% were fem ale.Kaiser-Meyer-Olkin Measure of Sampling Adequacy was applied to check whether the sample used was adequate or not. The value of our account was 0.584 which showed that the sample selected was adequate and the results of the factor analysis would be useful. If the value is less than .50, the results of the factor analysis probably wont be very useful.ProceduresThe derive questionnaires distributed were 260 in number among the participants. The questionnaire was self administered as by visiting the banks, employees were singly requested to fill out the questionnaire. Before giving the questionnaires, all questions were explained to the participants so they can easily complete the questionnaire and provide the accurate and relevant information. barely one questionnaire was provided to each respondent. After the completion of the experiment, 15 participants were excluded from the study as they were found to fill the questionnaire randomly without reading the questions. In additio n, 12 of the returned questionnaires were not completed correctly. Therefore, these 27 were also excluded from the study, leaving a total of 233 practicable questionnaires, with an overall response rate of 89%. The chances of error in the responses were also reduced by this method. The convenient sampling technique was followed as the info collection was done from the employees of private banks who were conveniently available to provide information.The entropy collected from the 233 questionnaires were analyzed using the statistical package for the social sciences (SPSS) 13. infantile fixation and Correlation was applied to the data to achieve the results regarding the relationship between the variables.MeasuresA single questionnaire (See Appendix) was distributed among employees of the bank, which was adopted from Wong and Law (2002) and Rahim (1983). The questions were carefully worded to avoid misinterpretation. The questionnaire layout was formatted in logical manner to ensu re a higher response rate. Questionnaire included only closed-ended questions. Structured questionnaire was designed to cake all the independent and dependent variables on a 5-point likert crustal plate ranging from Strongly Agree (coded as 5) to Strongly discord (coded as 1). The questions also sought data on demographics of respondents.Conflict ManagementFor getting responses on conflict management styles, one of the most ordinarily used models, Rahim (1983) who developed an instrument known as the Rahim Organizational Conflict Inventory-II or ROCI-II (Rahim, 1983) was used. This instrument measures the five conflict management styles of dominating, avoiding, obliging, compromising and integrating. The ROCI-II comprises 28 statements, seven of which relate to the integrating style, six each to the obliging and avoiding styles, five to the dominating style and four to the compromising style. Notwithstanding the different terminology, these styles are broadly parallel to those o f Blake and Mouton (1964). The items were measured on a 5 point likert scale. The instrument has been tested in numerous studies and has been found to have a high degree of validity and internal consistency (Rahim, 1992 poof and Miles, 1990 Weider- Hatfield, 1988). The respondents typically require 8 minutes to complete the ROCI II (Rahim, 1983). The macrocosm appropriate for taking responses is any member of the organization. As employees at the workplace has not much time to spend on filling out the questionnaire correctly, so this questionnaire was selected keeping in mind the time factor as well as the comprehensives of the questionnaire. The questionnaire measures all the conflict management styles in a brief and concise manner.Emotional intelligenceAs emotional intelligence is all about keeping ones own as well as others emotions in mind, regulating them and using them to solve a conflict, so a questionnaire having all these dimensions was aimed to be used. Emotional Intelli gence was assessed using Wong and Law Emotional Intelligence Scale (WLEIS) (2002), based on the model developed by Davies, Stankov and Roberts (1998) and Mayer and Salovey (1997).This scale consists of 16 items. The WLEIS was designed as a short measure of EI for use in organizational research. It comprises of 16 items, responded to on a 5-point Likert scale and measuring four dimensions Self-Emotion Appraisal, Emotion Appraisal of Others, Use of Emotion, and Regulation of Emotion. Wong and Law (2002) report good internal consistency reliabilities for their measure.RESULTSThe targeted population for this research was the employees of the banking sector of Pakistan. However, sample considered was 233 employees from several private banks in Islamabad/ Rawalpindi. All the result and analysis were based on these 233 responses.Data Analysis TechniqueResults were analyzed by using the statistical analysis software seed Statistical software for the Social Science (SPSS) version 13.0. The demographic data included gender, name of organization, type of work, department, and duration of job. Correlation and regression tests were applied to analyze the variables where emotional intelligence was treated as independent variable while integration, compromising, dominating, obliging and avoiding were considered a