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Emotional Intelligence in Conflict Management and Leadership Effectiveness in Organizations

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Abstract

Emotional intelligence (EI) has become an increasingly important topic in the field of organizational behavior, particularly in the areas of conflict management and leadership effectiveness. EI refers to the ability to identify, understand, and manage one's own emotions, as well as the emotions of others. Individuals with high EI are better equipped to navigate complex social interactions, build strong relationships, and effectively manage conflicts. In the context of conflict management, leaders with high EI are able to de-escalate tense situations, facilitate productive dialogue, and find mutually beneficial solutions. They are also able to effectively manage their own emotions, preventing personal biases from clouding their judgment or exacerbating conflicts. When it comes to leadership effectiveness, research has shown that EI is a critical predictor of success. Leaders with high EI are more likely to inspire trust, communicate effectively, and motivate employees. They are also more adaptable to change, better at managing stress, and able to make decisions that balance the needs of multiple stakeholders. Organizations that prioritize the development of EI among their leaders and employees may see significant benefits in terms of improved communication, reduced conflict, and higher levels of engagement and productivity.
International Journal of Research
(IJR)
e-ISSN: 2348-6848
p-ISSN: 2348-795X
Vol. 10 Issue 03
March 2023
Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
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Emotional Intelligence in Conflict Management and
Leadership Effectiveness in Organizations
Fanisi Babatunde
Doctoral Research Scholar, Department of Management and Entrepreneurship Studies, Afe
Babalola Univeristy Ado-Ekiti, Nigeria
Fanisibaba@gmail.com
Haruna Sunday
Doctoral Research Scholar, Department of Conflict, Peace and Strategic Studies, Afe Babalola
Univeristy Ado-Ekiti, Nigeria
Sundayharuna13@gmail.com
Omotayo Adeshina
Doctoral Research Scholar, Department of Conflict, Peace and Strategic Studies, Afe Babalola
Univeristy Ado-Ekiti, Nigeria
Adeblessed@gmail.com
ABSTRACT
Emotional intelligence (EI) has become an increasingly important topic in the field of
organizational behavior, particularly in the areas of conflict management and leadership
effectiveness. EI refers to the ability to identify, understand, and manage one's own emotions,
as well as the emotions of others. Individuals with high EI are better equipped to navigate
complex social interactions, build strong relationships, and effectively manage conflicts.
In the context of conflict management, leaders with high EI are able to de-escalate tense
situations, facilitate productive dialogue, and find mutually beneficial solutions. They are also
able to effectively manage their own emotions, preventing personal biases from clouding their
judgment or exacerbating conflicts. When it comes to leadership effectiveness, research has
shown that EI is a critical predictor of success. Leaders with high EI are more likely to inspire trust,
communicate effectively, and motivate employees. They are also more adaptable to change,
better at managing stress, and able to make decisions that balance the needs of multiple
stakeholders. Organizations that prioritize the development of EI among their leaders and
employees may see significant benefits in terms of improved communication, reduced conflict,
and higher levels of engagement and productivity.
KEYWORDS: Emotional intelligence, Conflict management, Leadership effectiveness,
Relationship.
International Journal of Research
(IJR)
e-ISSN: 2348-6848
p-ISSN: 2348-795X
Vol. 10 Issue 03
March 2023
Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
Copyright © authors 2023
147
Introduction
In today's complex and rapidly changing business environment, emotional intelligence (EI) has
emerged as a critical factor in effective conflict management and leadership. Emotional
intelligence refers to the ability to recognize and manage one's own emotions, as well as the
emotions of others. In the context of conflict management, emotional intelligence enables
leaders to better understand the underlying emotions and motivations of those involved in the
conflict, and to develop strategies for resolving the conflict that take into account these
emotional factors.
Emotional intelligence (EI) is a critical skill for effective leadership and conflict management in
organizations. Leaders who possess high levels of EI are better equipped to navigate complex
interpersonal dynamics, build strong relationships, and resolve conflicts. Conflict is an inevitable
aspect of organizational life, and effective conflict management requires leaders to understand
and manage their emotions and those of their team members. Research has shown that leaders
with high levels of emotional intelligence are more successful in managing conflict and achieving
their organizational goals. They are better able to empathize with others, communicate
effectively, and build trust and collaboration. Additionally, leaders with high levels of emotional
intelligence are better equipped to handle stress, maintain composure in challenging situations,
and make informed decisions.
This paper will explore the role of emotional intelligence in conflict management and leadership
effectiveness in organizations. The first section of the paper will provide an overview of the
International Journal of Research
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e-ISSN: 2348-6848
p-ISSN: 2348-795X
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March 2023
Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
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concept of emotional intelligence and its relevance to conflict management and leadership. The
second section will examine the ways in which emotional intelligence can be applied to conflict
management, including the use of empathy, active listening, and effective communication. The
third section will explore the relationship between emotional intelligence and leadership
effectiveness, with a particular focus on the ability of emotionally intelligent leaders to inspire
and motivate their teams.
Statement of the Problem
While there is a growing body of research on the importance of emotional intelligence (EI) in
effective leadership and conflict management, there is still a significant gap in our understanding
of how to develop and apply EI skills in the workplace. Many organizations struggle to effectively
manage conflict and develop leaders who possess the emotional intelligence necessary for
success. Additionally, there is a need for more research on the relationship between EI, conflict
management, and leadership effectiveness. While there is evidence to suggest that leaders with
high levels of EI are more effective at managing conflict and achieving their organizational goals,
there is still much to learn about how these skills can be effectively developed and applied in
practice. Moreover, there is a need for practical recommendations on how organizations can
develop emotional intelligence and conflict management skills among their leaders and
employees. Many organizations lack the resources and expertise necessary to design and
implement effective training programs, and there is a need for more guidance on best practices
in this area. In summary, the problem is that organizations lack the knowledge and resources
International Journal of Research
(IJR)
e-ISSN: 2348-6848
p-ISSN: 2348-795X
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March 2023
Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
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necessary to effectively develop emotional intelligence and conflict management skills among
their leaders and employees, which limits their ability to manage conflict and achieve their
organizational goals.
Research Objectives
The objectives of studying emotional intelligence in conflict management and leadership
effectiveness in organizations can be summarized as follows:
1. To understand the role of emotional intelligence in conflict management: The study aims
to examine the impact of emotional intelligence on conflict resolution strategies adopted
by leaders in organizations. It seeks to explore how emotional intelligence helps in
reducing conflicts and creating a more positive work environment.
2. To examine the relationship between emotional intelligence and leadership
effectiveness: The study aims to investigate how emotional intelligence influences
leadership effectiveness in organizations. It seeks to explore how emotionally intelligent
leaders are better equipped to manage their teams, inspire them towards achieving
common goals and navigate complex organizational challenges.
3. To identify the factors that promote or inhibit the development of emotional intelligence
in leaders: The study aims to identify the factors that contribute to the development or
inhibition of emotional intelligence in leaders. It seeks to explore how factors such as
organizational culture, training and development programs, and personal characteristics
of leaders can impact their emotional intelligence.
International Journal of Research
(IJR)
e-ISSN: 2348-6848
p-ISSN: 2348-795X
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Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
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4. To suggest strategies for developing emotional intelligence in leaders: The study aims to
provide recommendations for developing emotional intelligence in leaders. It seeks to
identify effective training and development programs that can help leaders enhance their
emotional intelligence skills and improve their overall performance.
2. Conceptual Clarifications
Emotional intelligence (EI) is a term that refers to the ability to recognize, understand, and
manage one's own emotions, as well as the emotions of others. It involves the ability to use
emotional information to guide thought and behavior, and to adapt to different social situations.
According to Joseph and Newman (2018), emotional intelligence includes four components:
perceiving emotions, using emotions to facilitate thinking, understanding emotions, and
managing emotions. These components are intertwined and work together to enable individuals
to effectively navigate social situations. Perceiving emotions involves being able to accurately
identify emotions in oneself and others. Using emotions to facilitate thinking involves using
emotional information to enhance cognitive processes, such as problem-solving and decision-
making. Understanding emotions involves comprehending complex emotions and the
relationships between them. Managing emotions involves regulating one's own emotions and
responding appropriately to the emotions of others (Jordan, Ashkanasy, & Härtel, 2019).
Goleman (2017) expanded on this concept and proposed that EI includes five key domains: self-
awareness, self-regulation, motivation, empathy, and social skills. Self-awareness involves
recognizing and understanding one's own emotions and their impact on others. Self-regulation
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involves managing one's own emotions in order to achieve goals and maintain positive
relationships. Motivation involves using emotions to fuel achievement and goal-setting. Empathy
involves understanding and sharing the emotions of others. Social skills involve effectively
managing interpersonal relationships and communicating with others. Thus, emotional
intelligence is a multifaceted construct that involves the ability to perceive, use, understand, and
manage emotions in oneself and others. It is critical to effective social functioning,
communication, and leadership.
Emotional Intelligence (EI) is a complex construct that refers to an individual's ability to recognize,
understand, and manage their own emotions, as well as the emotions of others. As a cognitive
and emotional capacity, EI is thought to involve the integration of multiple cognitive abilities and
personality traits. One of the key components of EI is self-awareness, which involves being able
to accurately recognize and understand one's own emotions, thoughts, and behaviors. This is
important because self-awareness allows individuals to regulate their emotions in a manner that
is appropriate for the situation. Research has shown that individuals who possess high levels of
self-awareness are better able to regulate their emotions, which results in greater psychological
flexibility and resilience (Martínez-Monteagudo, del Mar García-Sánchez, & López-Zafra, 2020).
Pescosolido and Masterson (2018), in a study on emotional intelligence highlighted the key
component of EI is empathy, which refers to an individual's ability to understand and share the
feelings of others. Empathy involves both cognitive and affective aspects, and it plays a crucial
role in social interaction and communication. Individuals who possess high levels of empathy are
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p-ISSN: 2348-795X
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Revised: 13 March 2023
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more likely to have positive interpersonal relationships, and they are perceived as being more
socially skilled.
EI also includes the ability to manage one's emotions effectively, which involves regulating one's
own emotional responses in order to achieve personal goals or meet the demands of a particular
situation. Self-regulation is critical for successful social interaction, as it enables individuals to
behave in a manner that is consistent with social norms and expectations. Research has shown
that individuals who possess effective emotion regulation skills are less likely to experience
negative emotional states, and they are better equipped to deal with stress and adversity (Singh
& Rastogi 2017).
According to Rosete and Ciarrochi (2018), Emotional Intelligence (EI) has the capacity to identify,
understand, and manage one's own emotions, as well as to recognize and influence the emotions
of others. In the context of conflict management, EI plays a critical role in improving
communication, reducing tensions, and fostering collaborative problem-solving. One key aspect
of EI in conflict management is self-awareness. This involves being able to recognize and regulate
one's own emotional responses, as well as understanding how these responses may impact
others. Individuals with high levels of self-awareness are better equipped to remain calm,
rational, and focused in challenging situations, which can help de-escalate conflicts and promote
positive outcomes.
Another important component of EI in conflict management as stressed by Wong and Law (2018),
is empathy. This involves the ability to understand and appreciate the feelings and perspectives
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of others, even if they differ from our own. Empathy allows individuals to build rapport and trust
with others, which is essential for effective communication and collaboration. EI also involves
effective communication skills, including active listening and assertiveness. By actively listening
to others and expressing oneself clearly and respectfully, individuals can reduce
misunderstandings and promote mutual understanding and respect. Cultivating emotional
intelligence skills can be an effective strategy for managing conflicts in a constructive and
productive manner.
Leadership Effectiveness
Yukl and Mahsud (2019) clarifies leadership effectiveness as the extent to which a leader is able
to achieve the desired outcomes through their leadership behavior and influence on others. It
can also be defined as the ability of a leader to motivate, inspire, and guide individuals or groups
towards achieving organizational goals. Effective leadership involves a combination of skills,
traits, and behaviors that enable a leader to effectively manage people, resources, and tasks.
These may include communication skills, emotional intelligence, strategic thinking, adaptability,
delegation, decision-making abilities, and the ability to inspire and motivate others. Also,
effective leadership is often associated with positive outcomes such as increased productivity,
improved employee satisfaction and engagement, higher levels of innovation, and better overall
performance of the organization (Zaccaro, Kemp, & Bader, 2019).
According to Kwon, Kim and Lee (2019), Leadership effectiveness can be understood in terms of
three main components: the leader, the followers, and the situation.
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The Leader: Leadership effectiveness is influenced by the characteristics and qualities of the
leader. These may include traits such as emotional intelligence, adaptability, decisiveness,
integrity, and vision, as well as skills such as communication, problem-solving, and strategic
thinking. Effective leaders are those who are able to effectively leverage their strengths and
minimize their weaknesses to inspire and guide their followers towards achieving organizational
goals.
The Followers: Leadership effectiveness also depends on the characteristics and needs of the
followers. Effective leaders are those who are able to understand and fulfill the needs of their
followers while empowering them to achieve their full potential. This may involve providing
support, recognition, feedback, and opportunities for growth and development.
The Situation: Finally, leadership effectiveness is influenced by the situational context in which
the leader operates. Effective leaders are those who are able to adapt their style and approach
to different situations and challenges. They are able to identify and address the specific needs
and challenges of the organization, the team, and the individual followers, and create a
supportive and empowering environment that enables everyone to succeed. Leadership
effectiveness is a complex and multifaceted concept that involves a combination of personal
qualities, skills, and behaviors, as well as an understanding of the needs and dynamics of the
followers and the situational context
The Impact of Emotional Intelligence on Conflict Resolution Strategies
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p-ISSN: 2348-795X
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According to Den Hartog, Koopman and Thierry (2018), Emotional intelligence (EI) is the ability
to recognize, understand and manage one's own emotions, as well as those of others. Leaders
who possess high levels of emotional intelligence are better equipped to handle conflicts in
organizations as they can manage their own emotions while also understanding and responding
to the emotions of others involved in the conflict.
Here are some ways that emotional intelligence can impact a leader's conflict resolution
strategies as emphasized by Den Hartog et al; 2018:
Better communication: Emotionally intelligent leaders are better able to communicate
effectively with the parties involved in a conflict. They can listen actively, show empathy, and
communicate clearly and assertively to help de-escalate the situation.
More collaborative approach: Leaders who possess high levels of emotional intelligence are
more likely to adopt a collaborative and cooperative approach to conflict resolution. They are
open-minded, flexible and willing to find a solution that works for everyone involved.
Reduced negative emotions: Emotionally intelligent leaders are better able to regulate their own
emotions during conflicts, which can reduce the likelihood of negative emotions such as anger
and frustration escalating the situation further.
Increased awareness of nonverbal cues: Leaders with emotional intelligence have an increased
awareness of nonverbal cues such as facial expressions and body language. This allows them to
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pick up on subtle signs of tension or discomfort and address them before they become major
issues.
Empathy: Emotionally intelligent leaders are more empathetic towards others and can put
themselves in other people's shoes. This helps them to understand the root causes of the conflict
and develop solutions that address those underlying issues. Accordingly, Judge and Piccolo
(2019), opined that leaders who possess high levels of emotional intelligence are better equipped
to handle conflicts in organizations. They are able to communicate effectively, adopt a
collaborative approach, regulate their emotions, and show empathy towards others, all of which
contribute to successful conflict resolution. Emotional intelligence plays a crucial role in conflict
management because it allows individuals to understand and manage their own emotions, as
well as the emotions of others. When conflicts arise, emotions can run high, making it difficult to
communicate effectively and reach a resolution. Individuals with high emotional intelligence are
better equipped to handle these situations because they can recognize their own emotions and
respond appropriately. They are also able to empathize with the other person's perspective and
understand their emotions, which can help to de-escalate the conflict.
Additionally, emotional intelligence helps individuals to communicate more effectively by using
language that is clear and concise, avoiding blame or criticism, and actively listening to the other
person's point of view. This can help to create a more positive and productive dialogue, leading
to a quicker resolution of the conflict. Emotional intelligence is an important skill for anyone
involved in conflict management, whether in personal or professional settings. By understanding
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and managing emotions effectively, individuals can navigate difficult situations with greater ease
and achieve more favorable outcomes (Pescosolido & Masterson, 2018).
The Relationship between Emotional Intelligence and Leadership Effectiveness
Emotional intelligence is widely recognized as an important factor in leadership effectiveness. In
fact, many studies like that of Zeidner, Roberts and Matthews (2018) have shown that leaders
with high levels of emotional intelligence are more successful than those who lack it. Leaders
with high emotional intelligence are able to understand and manage their own emotions, as well
as the emotions of others. This allows them to communicate effectively, build strong
relationships, and inspire and motivate their team members. One of the key ways that emotional
intelligence contributes to leadership effectiveness is through better decision-making. When
leaders are able to recognize and regulate their emotions, they are less likely to be influenced by
biases or make decisions based on unconscious feelings. They are also able to consider the impact
of their decisions on others, which can lead to more positive outcomes for everyone involved.
In addition, leaders with high emotional intelligence tend to have a greater level of self-
awareness, which allows them to identify their strengths and weaknesses and work towards
personal growth and development. This can help them to become more effective leaders over
time. In other words, Emotional intelligence is an important characteristic for effective
leadership. It allows leaders to build strong relationships, communicate effectively, make better
decisions, and inspire and motivate their team members.
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Factors that Promote or Inhibit the Development of Emotional Intelligence in Leaders
There are several factors that can promote or inhibit the development of emotional intelligence
in leaders. One of such are personality traits, Some personality traits like extraversion,
agreeableness, openness, and conscientiousness are associated with higher levels of emotional
intelligence, while others like neuroticism are associated with lower levels. Also, Leaders who are
self-aware and understand their own emotions are better able to manage them and respond
appropriately to the emotions of others. The ability to regulate one's own emotions and manage
stress is essential for effective leadership.
Lin, Chen, Huang and Wu (2019) suggested that empathy which is the ability to understand and
share the feelings of others is a key component of emotional intelligence. Leaders who possess
this trait are better able to build relationships and communicate effectively with their team
members. Also, an organizational culture that values emotional intelligence and promotes its
development among leaders can facilitate the growth of emotional intelligence. They also share
the views that Training and development in a way improves on emotional intelligence. Providing
training and development opportunities for leaders to improve their emotional intelligence can
help overcome inhibiting factors and promote its growth. Accordingly, Gender biases can also
play a role in inhibiting the development of emotional intelligence in leaders. For example,
women are often expected to be more emotionally intelligent than men, which can create
unrealistic expectations and hinder their growth (Rosenbusch, Grégoire, & Perrigot, 2018).
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Strategies for Developing Emotional Intelligence in Leaders
According to Osland and Bird (2019), Strategies for developing emotional intelligence in leaders
are as follows:
Assess current emotional intelligence levels: Start by assessing the current level of emotional
intelligence among leaders through surveys, assessments or feedback from peers and team
members.
Provide training and coaching: Provide training and coaching sessions on emotional intelligence
development using a mix of classroom instruction, role-playing exercises, and feedback from
coaches or mentors. Leaders can develop their emotional intelligence by continuously learning
and seeking feedback on their performance. They can attend training programs or workshops to
develop their skills and knowledge.
Encourage self-reflection: Encourage leaders to reflect on their own emotions and how they
impact their interactions with others, as well as their responses to diverse situations. Leaders can
develop self-regulation by practicing mindfulness techniques, such as deep breathing or
meditation, to manage their emotions. They can also learn to regulate their behavior and
reactions by pausing and reflecting before responding to situations.
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Build empathy skills: Leaders can develop empathy by actively listening to others and seeking to
understand their perspectives. They can also try to put themselves in others' shoes and imagine
how they might feel in a particular situation.
Promote emotional regulation techniques: Teach leaders techniques for managing their own
emotions, such as taking deep breaths, meditating, or practicing mindfulness.
Foster positive work relationships: Leaders should cultivate positive and healthy work
relationships with colleagues, subordinates, and stakeholders. Leaders can develop relationship
management skills by building strong relationships and creating a positive and supportive work
environment. They can also work on their communication skills and learn to give constructive
feedback and manage conflicts effectively.
Set SMART goals: Set clear and specific emotional intelligence goals that are achievable and
measurable using the SMART goal setting technique.
Provide ongoing support: Provide ongoing support, resources, and opportunities for leaders to
practice and improve their emotional intelligence skills.
Theories of Emotional Intelligence
There are several theories of emotional intelligence that can be applied to conflict management.
One such theory is the ability model of emotional intelligence, which proposes that emotional
intelligence has four components: perceiving emotions, using emotions, understanding
emotions, and managing emotions.
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In conflict management, individuals with high emotional intelligence may be able to accurately
perceive the emotions of others involved in the conflict and use this information to navigate the
situation effectively. They may also be able to understand their own emotions and manage them
in a way that promotes constructive communication and problem-solving.
Another theory that is relevant to conflict management is the trait model of emotional
intelligence, which suggests that emotional intelligence is a stable personality trait that varies
between individuals. According to this theory, individuals with high emotional intelligence may
be more effective at managing conflicts because they have a greater ability to regulate their
emotions and maintain positive relationships with others, even in challenging situations. Overall,
these theories suggest that emotional intelligence plays an important role in conflict
management by enabling individuals to perceive, understand, and manage emotions in
themselves and others in a way that promotes positive outcomes.
Findings
Emotional intelligence is a critical component of effective conflict management and leadership in
organizations. Research has shown that leaders who possess high levels of emotional intelligence
are better equipped to handle conflict situations, foster positive relationships with employees,
and ultimately achieve higher levels of organizational success. Studies have found that emotional
intelligence is positively correlated with conflict management effectiveness. Leaders with high
emotional intelligence are more likely to approach conflict as an opportunity to learn and grow,
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rather than a threat or challenge to be avoided. They are more skilled at managing their own
emotions and those of others, which allows them to communicate effectively, build trust, and
de-escalate tense situations.
Moreover, research has also established a link between emotional intelligence and leadership
effectiveness. Leaders who are able to understand and manage their own emotions, as well as
those of their subordinates, are more likely to inspire and motivate employees, foster strong
team dynamics, and make better decisions. In summary, emotional intelligence plays a critical
role in conflict management and leadership effectiveness in organizations. Leaders who possess
high levels of emotional intelligence are better equipped to navigate complex interpersonal
dynamics, build positive relationships with employees, and ultimately achieve greater success for
the organization.
Conclusion
The importance of emotional intelligence in conflict management and leadership effectiveness
cannot be overstated. Emotional intelligence refers to the ability to recognize, understand, and
manage one's own emotions, as well as the emotions of others. In the context of conflict
management, emotional intelligence allows leaders to better understand the perspectives and
feelings of all parties involved, and to communicate effectively and empathetically. This helps to
de-escalate tense situations and find mutually beneficial solutions.
In terms of leadership effectiveness, emotional intelligence allows leaders to build stronger
relationships with their team members, foster a positive work environment, and effectively
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motivate and inspire their employees. Leaders who possess high levels of emotional intelligence
are more likely to be perceived as trustworthy, caring, and approachable, which can lead to
higher levels of job satisfaction and productivity among employees. Overall, organizations that
prioritize emotional intelligence in their leaders and promote a culture of empathy,
understanding, and open communication are more likely to experience positive outcomes such
as reduced conflict, increased collaboration, and improved employee morale and retention.
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International Journal of Research
(IJR)
e-ISSN: 2348-6848
p-ISSN: 2348-795X
Vol. 10 Issue 03
March 2023
Received: 22 Feb. 2023
Revised: 13 March 2023
Final Accepted for publication: 23 March 2023
Copyright © authors 2023
165
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... Welldeveloped social skills assist individuals in creating and maintaining better relationships, which in turn positively impacts emotional intelligence (Hernez-Broome, 2012). For example, those with excellent social skills are more adept at empathizing with others, effectively managing conflicts, and providing emotional support-all crucial components of emotional intelligence (Babatunde et al., 2023). Therefore, the following research hypothesis is proposed: ...
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Research and valid practice in emotional intelligence (EI) have been impeded by lack of theoretical clarity regarding (a) the relative roles of emotion perception, emotion understanding, and emotion regulation facets in explaining job performance; (b) conceptual redundancy of EI with cognitive intelligence and Big Five personality; and (c) application of the EI label to 2 distinct sets of constructs (i.e., ability-based EI and mixed-based EI). In the current article, the authors propose and then test a theoretical model that integrates these factors. They specify a progressive (cascading) pattern among ability-based EI facets, in which emotion perception must causally precede emotion understanding, which in turn precedes conscious emotion regulation and job performance. The sequential elements in this progressive model are believed to selectively reflect Conscientiousness, cognitive ability, and Neuroticism, respectively. "Mixed-based" measures of EI are expected to explain variance in job performance beyond cognitive ability and personality. The cascading model of EI is empirically confirmed via meta-analytic data, although relationships between ability-based EI and job performance are shown to be inconsistent (i.e., EI positively predicts performance for high emotional labor jobs and negatively predicts performance for low emotional labor jobs). Gender and race differences in EI are also meta-analyzed. Implications for linking the EI fad in personnel selection to established psychological theory are discussed.
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This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
Leadership effectiveness: An integrative review and conceptual reorientation
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Den Hartog, D. N., Koopman, P. L., & Thierry, H. (2018). Leadership effectiveness: An integrative review and conceptual reorientation. Journal of Management, 44(6), 2336-2373.
Emotional intelligence and leadership effectiveness
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Goleman, D. (2017). Emotional intelligence and leadership effectiveness. In The Wiley Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development (pp. 107-
Emotional Intelligence in Health and Social Care: A Guide for Improving Human Relationships
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