Handling conflict at work – the impact of active and agreeable conflict styles

Abstract

Purpose

This paper aims to explore the relationships between emotional intelligence (EI), conflict management styles and job performance in a Chinese cultural context.

Design/methodology/approach

The present paper uses a cross-sectional research design. Paper-based questionnaires were distributed to employees working in the R & D department of a science and technology institute in Taiwan. In total, 300 questionnaires were distributed and 248 valid questionnaires were analyzed, with a return rate of 81.4 per cent.

Findings

The results show that EI has a positive impact on job performance. Furthermore, agreeable conflict style positively moderated between EI and job performance, whereas active conflict style has negative moderating effect.

Research limitations/implications

Due to the research design, sample and data collection method, the research results may lack representativeness. Therefore, researchers are encouraged to use a different approach in the future.

Practical implications

Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policy on recruitment, selection and training.

Originality/value

Organizations should strengthen employees’ EI and conflict management abilities to improve job performance. Organizations can apply the results of this study in accordance with their policies on recruitment, selection and training.

Citation

Chen, A.S.-y., Hou, Y.-h. and Wu, I.-h. (2016), "Handling conflict at work – the impact of active and agreeable conflict styles", International Journal of Conflict Management, Vol. 27 No. 1, pp. 50-61. https://doi.org/10.1108/IJCMA-10-2014-0076