Emotional intelligence at work: links to conflict and innovation
| Published date | 09 January 2007 |
| Date | 09 January 2007 |
| Pages | 208-220 |
| DOI | https://doi.org/10.1108/01425450710720020 |
| Author | Abubakr M. Suliman,Fuad N. Al‐Shaikh |
| Subject Matter | HR & organizational behaviour |
Emotional intelligence at work:
links to conflict and innovation
Abubakr M. Suliman
College of Business and Management, University of Sharjah,
Sharjah, United Arab Emirates, and
Fuad N. Al-Shaikh
Faculty of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
Abstract
Purpose – This paper aims at exploring, for the first time in the Arab World, the role of emotional
intelligence (EI) in affecting work outcomes.
Design/methodology/approach – A self-administered questionnaire was used to survey 500
employees from 19 organizations in the United Arab Emirates. The findings are discussed in the paper
along with some recommendations for managers and researchers.
Findings – The results revealed significant differences between employees’ perceptions of emotional
intelligence, conflict and readiness to create and innovate.
Research limitations/implications – The sample represented only financial and service sectors.
The implications of the findings for researchers together with some future guidelines are discussed in
the paper.
Practical implications – The paper provides practitioners with some advice about understanding
and managing climate and conflict.
Originality/value – The paper is the first study in the Middle Eastern context that explores the link
between the multifaceted concepts of EI, satisfaction and performance.
Keywords Emotional intelligence, Individualconflict, Organizational conflict,Employee behaviour,
United Arab Emirates
Paper type Research paper
1. Introduction
Evidence exists to suggest that intelligence alone will not explain our achievement at
work or life and that emotion plays a key role in organizational success. Rosete and
Ciarrochi (2005) exhibited that executives higher on understanding their own feelings
and that of their subordinates are more likely to achieve business outcomes and be
considered as effective leaders by their employees and direct manager. According to
Diggins (2004) the best managers need to possess emotional intelligence (EI) to make
decisions that based on a combination of self-management and relationship skills and
an awareness of how their behavior affects others in the organization. He argued that
emotional intelligence plays a greater role than “traditional” intelligence in determining
leaders’ and organizations’ success and concluded that EI helps people to:
.be more aware of their interpersonal style;
.recognize and manage the impact of emotions on their thoughts and behavior;
.develop their ability to judge social dynamics in the workplace; and
.understand how well they manage relationships and how to improve.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0142-5455.htm
ER
29,2
208
Received 17 January 2006
Revised 18 April 2006
Accepted 25 April 2006
Employee Relations
Vol. 29 No. 2, 2007
pp. 208-220
qEmerald Group Publishing Limited
0142-5455
DOI 10.1108/01425450710720020
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