A Model of Emotional Intelligence and Conflict Management Strategies: A Study in Seven Countries

M. Afzalur Rahim
Western Kentucky University

Clement Psenicka
Youngstown State University – Department of Management

Panagiotis Polychroniou
University of Patras, Department of Business Administration

Jing-Hua Zhao
Shandong University

International Journal of Organizational Analysis, Vol. 10, No. 4, 2002

Abstract:

The study investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, empa-thy, 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.

A Model of Emotional Intelligence and Conflict Management Strategies- A Study in Seven Countries

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