HOW EMOTIONAL INTELLIGENCE EFFETCS CONFLICT MANAGEMENT STRATEGIES? A STUDY ABOUT EMPLOYEE PERCEPTION

Year 2020, Issue: 31, 93 - 108, 29.05.2020

Gamze Çetinel Emel Esen

https://doi.org/10.20875/makusobed.592481

Abstract

Being different from the existing studies as it’s in financial services industry, the aim of this study is to discuss EI and conflict management strategies as well as the impact of managers’ EI on their conflict management strategies based on employee perception. In this respect, a survey was conducted in a company which operates in financial services to measure the emotional intelligence skills and conflict management strategies of the managers’ of 106 employees out of 150 in total. As a result of the analysis; it has been shown that managers’ emotional intelligence interacts with conflict management strategies based on employee perception and especially “personal abilities & communication skills” affects the conflict management strategies. In addition, it was revealed that while managers’ with high level of EI appeals “integration & collaboration” and “avoidance” and abstains from “compromise” and “domination”.  

Keywords

Emotional Intelligence, Conflict Management

DUYGUSAL ZEKÂ ÇATIŞMA YÖNETİM STRATEJİLERİNİ NASIL ETKİLEMEKTEDİR?: ÇALIŞAN ALGISINA YÖNELİK BİR ARAŞTIRMA

Abstract

Finansal hizmetler sektöründe yapılmış olan bu çalışmanın temel amacı; firma yöneticilerinin duygusal zekâ düzeylerininin uyguladıkları çatışma yönetimi stratejileri üzerindeki etkisini çalışan algısına dayanarak incelemektir. Bu doğrultuda, 150 çalışanlı finansal hizmetler sektöründe faaliyet gösteren bir firmanın 106 kadrolu çalışanına bir anket uygulanmıştır. Çıkan sonuçlara göre, çalışan algısına yönelik olarak yöneticilerin duygusal zekâlarının uyguladıkları çatışma yönetimi stratejileri ile etkileşimde olduğu ve özellikle “kişisel yetenekler ve iletişim becerileri” duygusâl zekâ boyutunun çatışma yönetimi stratejilerini etkilediği görülmüştür. Araştırma kapsamında, duygusal zekâsı yüksek yöneticilerin “bütünleştirme ve işbirliği” ile “kaçınma” stratejilerine başvurma oranlarının arttığı, “ödün verme” ile “hükmetme” stratejilerine başvuru düzeylerinde ise azalış olduğu ortaya konmuştur.

Keywords

Duygusal Zekâ, Çatışma Yönetim Stratejileri

References

• Akkirman, Ali Deniz. (1998). Etkin Çatışma Yönetimi ve Müdahale Stratejileri. D.E.Ü.İ.İ.B.F. Dergisi. 13, 2, 1-11
• Arat, Melih. (2006). Yönetimin Geleceği. İstanbul: Datateknik Çağdaş Yönetim Dizisi.
• Ashkanasy, Neal. M, Peter J. Jordan, Charmine E. J. Härtel, (2003). The Case for Emotional Intelligence in Organizational Research. Academy of Management Review. 28, 195-197.
• Babaoğlan, Emine (2010). Okul Yöneticilerinde Duygusal Zekâ. Ahi Evran Üniversitesi Eğitim Fakültesi Dergisi, 11, 1,119-136.
• Bar-On, Reuven, J. G. Maree, Maurice Jesse Elias. (2007). Educating People to be Emotionally Intelligent. Praeger Publishers. Barutçugil, İsmet. (2002). Organizasyonlarda Duyguların Yönetimi. İstanbul: Kariyer Yayıncılık.
• Başoğul, Ceyda, Gönül Özgür. (2016). Role of Emotional Intelligence in Conflict Management Strategies of Nurses. Asian Nursing Research, 10, 3, 228-233.
• Blake, R., & Mouton, J. (1964). The managerial grid: The key to leadership excellence. Houston: Gulf Publishing Co
• Brown, Lloyd David. (1986). Managing Conflict at Organizational Interfaces. Addison-Wesley Publishing.
• Cortina, Jose M. (1993). What Is Coefficient Alpha? An Examination of Theory and Applications. Journal of Applied Psychology, 78, 1, 98-104
• Crede, Marcus, Peter D. Harms. (2010). Emotional Intelligence and Transformational and Transactional Leadership: A Meta Analysis. Journal of Leadership and Organizational Studies, 17, 1, 5-17.
• Çelik, Vehbi. (1999). Eğitimsel Liderlik. Ankara: Pegem Yayıncılık.
• Eren, Erol. (1991). Yönetim ve Organizasyon. İ.Ü. İşletme Fakültesi Yayını, İstanbul.
• Eruzun, A. (2004). Affective and substantive conflicts and interpersonal conflict management styles in the Turkish organizational context (Doktora tezi).
• Özarslan, Emel. (2007). Çatışma Yönetimi ve Duygusal Zekâ İlişkisi: Üniversite Öğrencileri Üzerine Bir Araştırma. International Emotional Intelligence and Communication Symposium. v.1,172-180.
• Gardner, H. (1983). Frames of mind. New York: Basic Books.
• George, Jennifer M., Jing Zhou. (2013). Awakening Employee Creativity: The Role of Leader Emotional Intelligence. Leadership Quarterly, 14, 545-568.
• Gibbs, Nancy. (1995). Emotional Intelligence: The EQ Factor. Time Magazine. 2 Ekim.
• Goleman, Daniel. (1996). Duygusal Zekâ. çev: Klinik Psikolog Banu Seçkin Yüksel. İstanbul: Varlık Yayınları.
• Goleman, Daniel. (1995). Emotional intelligence: Why it can matter more than IQ. New York: Bantam.
• Goleman, Daniel.(2000). İş Başında Duygusal Zekâ. İstanbul: Varlık Yayınları.
• Goleman, Daniel. (1998). Working With Emotional Intelligence. New York: Bantam.
• Hatfield, John D., Deborah Weider-Hatfield. (1995). Relationships Among Conflict Management Styles, Levels of Conflict and Reactions to Works. Journal of Social Psychology. v. 135 i. 6: 687–698.
• Holt, Jennifer L., Cynthia James DeVore. (2005). Culture, Gender, Organizational Role and Styles of Conflict Resolution: A Meta Analysis. International Journal of Intercultural Relations, 29, 2, 165-196.
• Hochschild, A. R. (1983). The managed heart. Berkeley.
• Jordan, Peter. J., Ashlea C. Troth. (2002). Emotional Intelligence and Conflict Resolution: Implications for
• Lopes, Paulo N., Daisy Grewal, Jessica Kadis, Michelle Gall, Peter Salovey. (2006). Evidence that Emotional Intelligence Is Related to Job Performance and Affect and Attitudes at Work. Psicothema, 18, 132-138.
• Martinez-Pons, Manuel. (1997). The Relation of Emotional Intelligence with Selected Areas of Personal Functioning. Imagination, Cognition and Personality. 17, 1: 3-13.Mitchell, Duane E. (2016). Causes of Organizational Conflict. Global Encyclopedia of Public Administration, Public Policy and Governance.
• Montes, Carlos, Damaso Rodriguez, Gonzalo Serrano. (2012). Affective Choice of Conflict Management Styles. International Journal of Conflict Management. 23, 1, 6-18.
• Morrison, Jeanne. (2008). The Relationship Between Emotional Intelligence Competencies and Preferred Conflict-handling Styles. Journal of Nursing Management, 16, 8, 974–983.
• Obradovic, Vladimir, Petar Jovanovic, Dejan Petrovic, Marko Mihic, Zorica Mitrovic. (2012). Project Managers’ Emotional Intelligence - A Ticket to Success. Procedia Social and Behavioral Sciences, 74, 274-284.
• Öztekin, Anıl. (2006). Orta Öğretim Kurumlarında Görev Yapan Yöneticilerin Duygusal Zekâ Becerilerini Okul Yönetiminde Kullanma Düzeylerinin Değerlendirilmesi. Yüksek Lisans Tezi. Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü.
• Pondy, Louis R. (1967). Organizational Conflict: Concepts and Models. Administrative Science Quarterly, 12, 2, 296-320.
• Rahim, M. A. (1983). A measure of styles of handling interpersonal conflict. Academy of Management journal, 26(2), 368-376.
• Rahim, M. Afzalur. (2001). Managing Conflict in Organizations. London: Quorum Books.
• Rahim, M. Afzalur . (2002). Toward A Theory of Managing Organizational Conflict. The International Journal of Conflict Management, 13, 3, 206-235.
• Rafaeli, A., & Sutton, R. I. (1989). The expression of emotion in organizational life. Research in organizational behavior, 11(1), 1-42.
• Robbins, Stephen P, Mary Coulter. (2012). Management. Prentice Hall.
• Salovey, Peter, John D. Mayer. 1990. Emotional Intelligence. American Journal of Educational Research, 9, 3, 185-211.
• Shih, Hsi-An, Ely Susanto. (2010). Conflict Management Styles, Emotional Intelligence and Job Performance in Public Organizations. International Journal of Conflict Management, 21, 2, 149-150
• Thompson, James D. (1967). Organizations in Action: Social Science Bases of Administrative Theory. McGraw-Hill.
• Weisinger, Hendrie. (1998). Emotional Intelligence at Work. San Francisco: Jossey-Bass.
• Zhang, Su Juan, Yong Qiang Chen, Hui Sun. (2015). Emotional Intelligence, Conflict Management Styles and Innovation Performance: An Emprical Study of Chinese Employees. International Journal of Conflict Management, 26, 4, 450-478