Is any personal competency for central to managing interpersonal conflict than Emotional Intelligence?

Edited by Melissa Zarda. See other bibliographies.
Contributors: Kristin Corum, Jamie Halliwell, Mariana T. Chappell

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• Batcheldor, M. (2000) The Elusive Intangible Intelligence: Conflict Management and Emotional Intelligence in the Workplace. The Western Scholar, Fall, 7-9

This article discusses the belief change that IQ is not of the only importance: emotional intelligence is as well.  The article discusses Rahim, who is a professor at Western Kentucky University and studies emotional intelligence and conflict resolution.  This discusses how he has been able to help consultants by reviewing emotional intelligence more than just hard facts.

• Bayne, R. (1990) Emotional Intelligence. HOPE Learning Systems Ltd., T6J2W4 (403), 438-3899.

This article discusses the models that explain emotional intelligence and conflict.  It includes a Gap Analysis on solving problems, a conflict handling styles grid, a five-step process in the conflict resolution process, questions to ask when there is a conflict.  It also explains the different styles of conflict resolution and when to use them.

• Bjerknes, D., Paranica, K. Training Emotional Intelligence For Conflict Resolution Practitioners. (2002) Mediate.com

This article discusses emotional intelligence and its primary components.  This article analyzes each component and describes how they can be used to manage conflict.  They include self awareness, regulation, motivation, empathy and healthy relationships.

• Boyatzis, Richard E. (2004). Assessing emotional intelligence competencies. Hauppauge, NY.
  

This article describes the road to evaluating potential in employees and the role that emotional intelligence plays in ones potential.

• Boyatzis, R. E., Goleman, D., & Rhee, K. (1999). Clustering competence in emotional intelligence: Insights from the emotional competencie inventory (ECI).

This article shows a model for emotional intelligence and describes how it can be applied across the organization.

• Boyatizis, Richard E. (2000). Developing emotional intelligence.

This article describes research for what is now called emotional intelligence and the proof to show that it can be a learned characteristic amongst employees.

• Cherniss. (2001). Impact of EI on organizational effectiveness. Retrieved from the Web August 20, 2006.
  

This article explores the relationship between emotional intelligence and effectiveness of an organization.  It also establishes the definition for emotional intelligence and the conflict this term has caused in the psychological world.

• Cherniss, C., Goleman, D., Emmerling, R., Cowan, K., & Adler, M. (1998). Bringing emotional intelligence to the workplace.

The article shows 22 guidelines that corporation show follow in the development of emotional intelligence in the workplace.

• Chun-Sheng Yu, Ron, M. Ron, Sardessai, June, Lu, & Jing-Hua. Relationship of emotional intelligence with conflict management styles: an empirical study in China. International Journal of Management and Enterprise Development 2006 - Vol. 3, No.1/2 pp. 19-29.

The authors did a study in China that investigated relationship between supervisors' emotional intelligence and subordinates' styles of handling interpersonal conflicts. Five dimensions of emotional intelligence and five styles of handling conflict with supervisors were examined. The results of regression analysis indicated significant influence of emotional intelligence on both integrating and compromising conflict management styles. Integrating style can be most predicted by emotional intelligence. A confusing but interesting finding was that supervisors' emotional intelligence had significant influence on subordinates' dominating style - positively, not negatively as predicted.

• GLEF Staff. (2001) Emotional Intelligence: The ‘Missing Piece’. Edutopia.

This article discusses how emotional intelligence is needed in the classroom and should be taught to children.  By doing this it will help them learn conflict resolution.  Emotionally intelligent people will learn to work well with others in their future and be more productive.  It also discusses that emotional intelligence can be used to motivate individuals.

• Jordan, P., Troth. A., (2002) Emotional Intelligence and Conflict Resolution: Implications for Human Resource Development. Advances in Developing Human Resources 4, 62-79.

This article discusses the interest that surrounds emotional intelligence in professional settings.  Although there has not been a lot of research the human resource departments in organizations need to be open to changes.  There is discussion between organizational change and emotional intelligence and how the two interact.  Knowing how these interact will help the resolution of conflict within organizations.

• Jordan, P., Troth. A., (2002) Emotional intelligence and conflict resolution in nursing. Contemp Nurse, Aug 13 (1), 94-100.

This article discusses the conflicts and relationships of nurses and the skills they need in the workplace.  Emotional intelligence is discusses and how it can be a omen as to how successful the nurses will be at conflict resolution.  The nursing profession’s outcomes for individuals are also discussed.

• Jordan, J. Peter & Troth, C. Ashlea (2004). Managing Emotions during Team Problem Solving: Emotional Intelligence and Conflict Resolution. Griffith Business School, Griffith University, Human Performance Publication 2004, Vol. 17, No. 2, Pages 195-218

Researchers and scholars have been interested to study the connection between emotional intelligence on team performance, individual performance and preferred styles of conflict resolution. This article presented result from a study that was conducted to measure respondents' emotional intelligence when solving task individually, as a team member, and their conflict resolution styles. The study was done on three-hundred-and-fifty respondents working in 108 teams. Participants then completed a problem-solving task, individually and as a team member, and afterwards reflected on the conflict resolution tactics used to achieve the team outcome. The conclusion was emotional intelligence indicators were positively linked with team performance and were differentially linked to conflict resolution methods.

• Karp, T. (2002) Leadership Book Review. Primal Leadership December 8, 2002.

This book reviews Primal Leadership: Realizing the Power of Emotional Intelligence, which is written by Daniel Goleman, Richard Boyatzis and Annie McKee.  It describes the authors placed importance on emotional intelligence and how it can help the relationship develop with others to make good leaders.   The review discusses the guide the book can be for leaders to develop emotional intelligence.

• Paranica, Christine & Bjerknes, Daniel, (July,2002). Training Emotional Intelligence for Conflict Resolution Practitioners. Family Resolution News.
  

The article is based on Goleman's popular writing that the component of EQ is 1. Self-awareness; 2. Ability to regulate one's behavior and thoughts; 3. To motivate oneself following setbacks; 4. Empathy and; 5. Social Skills/Healthy Relationships. Learning about Emotional Intelligence improves our internal strength and ability to empathize. The authors made a grounded conclusion that emotional intelligence can be increased throughout a lifetime, and emotional intelligence competencies can improve one's ability to understand and better manage daily conflict.

• Rahim, M. Afzalur, Psenicka, Clement, Polychroniou, Panagiotis and Zhao, Jing-Hua. A Model of Emotional Intelligence and Conflict Management Strategies: A Study in Seven Countries. International Journal of Organizational Analysis, Vol. 10, No. 4, 2002

The authors investigated relationship among 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. The sample = 1395. They collected data form seven countries using MBA students' questionnaires. The results in the U.S. and in the combined sample provided support for the model which suggests that emotional intelligence and 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

• Sala, Fabio.  Do programs designed to increase emotional intelligence at work-work? Hay/McBer.

This article describes the importance of emotional intelligence and presents research for the necessity of emotional intelligence training in the workplace and a development program that was established to train participants in emotional intelligence.

• Sala, Fabio. (2001). It’s lonely at the top: Executives’ emotional intelligence self [mis]perceptions. Hay/McBer.

This article describes the misperception between the way executives view themselves and how others view executives and how the use of the 360 degree tool was able to portray the behavioral ratings.

• Sjoberg, Lennart, & Littorn, P. (2003). Emotional intelligence, personality and sales performance.

This article research salespersons and the effect that emotional intelligence had in regards to their work performance.

• Zacker, J. & Bard, M. (1973). Effect of Conflict Management, Training of Conflict Management for Police Officer. Journal of Applied Psychology, vol. 58(2), pg. 202-208

The Article indicated that many police injuries occur when they intervene in interpersonal conflicts between individuals who know one another. Also, police were now called upon more often to deal with domestic conflicts or complex psychological problems. This trend led to growing interest to teach police officer how to resolve inter personal conflict more effectively. Several training methods were used; one of them was experiential learning, to focus more on actual conflict situation that police are more likely to experience. The goal is to teach them social and emotional competencies that help them to resolve conflict effectively. Conclusion of research indicated that police that has gone through conflict management training shown improvement in every criterion variable.