How Subordinates of Emotionally Intelligent Managers Handle Conflict in Different Countries

Abstract

The study investigated the relationships of the five dimensions of emotional intelligence (self-awareness, self-regulation, motivation, empathy, and social skills) of supervisors to subordinates' styles 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, Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis, analysis of indicator and internal consistency reliabilities and social desirability response bias, 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 style and negatively associated with bargaining style. Differences among countries in these relationships are noted and implications for organizations discussed.