A MODEL OF EMOTIONAL INTELLIGENCE AND CONFLICT MANAGEMENT STRATEGIES: A STUDY IN SEVEN COUNTRIES

The study investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1,395) for this study wer...

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Bibliographic Details
Published in:International journal of organizational analysis (2005) 2002-01, Vol.10 (4), p.302
Main Authors: Rahim, M Afzalur, Psenicka, Clement, Polychroniou, Panagiotis, Jing-Hua, Zhao
Format: Article
Language:English
Subjects:
Bargaining
Cognition & reasoning
Cognitive ability
Collaboration
Conflict management
Cross cultural studies
Discriminant analysis
Emotional intelligence
Emotions
Empathy
Managerial skills
Problem solving
Quantitative psychology
Self awareness
Social skills
Supervisors
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Summary:The study investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, and Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis and analysis of indicator and internal consistency reliabilities, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving strategy and negatively associated with bargaining strategy. Differences among countries in these relationships are noted and implications for organizations discussed. [PUBLICATION ABSTRACT]
ISSN:1934-8835
1758-8561