Cultural intelligence and conflict management styles

Gabriela Gonçalves (Department of Human and Social Sciences, University of Algarve, Faro, Portugal and CIEO – Research Centre for Spatial and Organizational Dynamics, University of Algarve, Faro, Portugal)
Marta Reis (Department of Human and Social Sciences, University of Algarve, Faro, Portugal)
Cátia Sousa (Department of Human and Social Sciences, University of Algarve, Faro, Portugal and CIEO – Research Centre for Spatial and Organizational Dynamics, University of Algarve, Faro, Portugal)
Joana Santos (Department of Human and Social Sciences, University of Algarve, Faro, Portugal and CIEO – Research Centre for Spatial and Organizational Dynamics, University of Algarve, Faro, Portugal)
Alejandro Orgambídez-Ramos (Department of Human and Social Sciences, University of Algarve, Faro, Portugal and CIEO – Research Centre for Spatial and Organizational Dynamics, University of Algarve, Faro, Portugal)
Peter Scott (Faculty of Education, Health and Community, Liverpool John Moores University, Liverpool, UK)

International Journal of Organizational Analysis

ISSN: 1934-8835

Publication date: 5 September 2016

Abstract

Purpose

Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively.

Design/methodology/approach

This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution.

Findings

It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations.

Practical implications

Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being.

Originality/value

This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.

Keywords

Citation

Gonçalves, G., Reis, M., Sousa, C., Santos, J., Orgambídez-Ramos, A. and Scott, P. (2016), "Cultural intelligence and conflict management styles", International Journal of Organizational Analysis, Vol. 24 No. 4, pp. 725-742. https://doi.org/10.1108/IJOA-10-2015-0923

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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