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This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (<em>n</em> = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. 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引用次数: 0
摘要
目的以往的研究表明,情商(EI)可能有利于管理者解决冲突。然而,过去的研究依赖于对情商和冲突管理风格的自我报告,并且仍然缺乏一个理论模型来解释情商与管理者冲突管理结果之间的联系机制。本研究旨在检验一个理论模型,即在冲突期间,基于绩效能力的EI较高的管理者会被认为更温暖、更有能力,这反过来又有助于提高冲突管理的有效性。设计/方法/途径共有108名具有管理经验的高级管理人员工商管理硕士(EMBA)学生完成了为工作场所设计的基于绩效的EI测试,并参与了冲突管理练习,在此期间对他们进行了录像。在练习中,管理人员自发地对视频中的小插曲做出反应,在这些小插曲中,"员工 "就与工作有关的冲突(例如,关于任务和工作时间的意见分歧)向他们发问。独立观察员(n = 262)对管理人员的录像回答进行评分,评分项目涉及温暖、能力和冲突管理有效性。研究结果基于绩效的情绪情感指数(尤其是对自己的情绪调节和对他人的情绪管理)较高的管理人员在温暖、能力和冲突管理有效性方面获得的观察员评分较高。这些结果表明,管理人员基于绩效的情绪指数会转化为与工作相关的实际行为和结果。讨论了培训 EI 和有效冲突管理的意义。
Conflict management 101: how emotional intelligence can make or break a manager
Purpose
Previous research suggests that emotional intelligence (EI) may benefit managers when resolving conflicts. However, past studies relied on self-reports of EI and conflict management styles, and a theoretical model explaining the mechanisms of the link between EI and conflict management outcomes for managers is still missing. This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.
Design/methodology/approach
A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (n = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.
Findings
Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.
Originality/value
These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. Implications for training EI and effective conflict management are discussed.