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Conflict
Conflict management styles, management
emotional intelligence, and job styles
performance in public
147
organizations
Received 11 October 2008
Hsi-An Shih and Ely Susanto Accepted 25 May 2009
College of Management, Institute of International Business,
National Cheng Kung University, Tainan, Taiwan
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Abstract
Purpose The purpose of this paper is to investigate the relationships among emotional intelligence
(EI), conflict management styles (CMSs) and job performance at selected local governments in
Indonesia. Specifically, the antecedent of CMSs was investigated.
Design/methodology/approach A total of 300 government employees from two local districts
and one province in Indonesia were asked to complete the questionnaire. The final sample consisted of
228 respondents. The multiple hierarchical regression was used to test the developed hypotheses.
Findings The findings indicate that EI was an antecedent of conflict management styles for
integrating and compromising styles. Moreover, they illustrate the direct effects of integrating style on
job performance. This study also confirms that integrating style partially mediates the relationship
between EI and job performance. Finally, the results demonstrate that EI within public organizations
has an impact on job performance similar to that of EI within private organizations.
Originality/value Previous studies were less focused on the antecedents of conflict management
styles on job performance. Further, the effects of two conflict management styles on EI and job
performance had previously lacked attention. The paper verifies that EI within public sectors can
provide beneficial results as discovered in private organizations.
Keywords Emotional intelligence, Conflict management, Management styles,
Public sector organizations, Local government, Indonesia
Paper type Research paper
An earlier version of this paper was presented at the 2007 annual meeting of the Academy of
Management (AOM), Philadelphia. The authors wish to thank Editor Richard A. Posthuma, International Journal of Conflict
Management
three anonymous reviewers, Jason D. Shaw, Chung-Jen Cheng, Hsueh-Liang Wu, Wann-Yih Wu, Vol. 21 No. 2, 2010
and Master in Public Policy and Administration Program, Gadjah Mada University (MAP UGM pp. 147-168
q Emerald Group Publishing Limited
Yogyakarta, Indonesia) for their helpful comments on earlier versions and support. Their 1044-4068
contributions helped enormously in improving this article. DOI 10.1108/10444061011037387
IJCMA 1997; Leung and Tjosvold, 1998; Tjosvold, 1998). Since conflict has important
21,2 implications for organization and performance, but the literature shows inconsistent
findings, it is necessary to reexamine the causes and effects of this important
organizational variable.
Conflict management styles (CMSs) have been described as specific behavioral
patterns that individuals prefer to employ when dealing with conflict (Moberg, 2001,
148 p. 47). A previous study divided CMSs into five styles: integrating, obliging,
dominating, avoiding, and compromising (Rahim, 1983). Research suggests that there
is a preference for individuals to use the integrating style and the compromising style
when facing conflicts (Trubisky et al., 1991; Lee, 2003). Gross and Guerrero (2000)
proposed that the integrating style was a more effective form of conflict management
style when compared with other CMSs. Even though integrating and compromising
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styles are more likely to be used, few studies have investigated the antecedents of these
CMSs (Terhune, 1970; Antonioni, 1998). Among the limited research, Antonioni (1998)
investigated the role of personality as an antecedent of CMSs. It was found that the role
of extraversion, conscientiousness, openness, and agreeableness were important
predictors of the integrating style.
In this study, we applied EI as an antecedent of conflict management styles in terms
of integrating as well as compromising styles. The use of EI was based on the notion
that emotionally intelligent people regard their own emotions and the emotions of
others as a basis in framing their relationships with other people (Mayer and Salovey,
1993, 1997). This characteristic might generate a sympathetic feeling (Mayer et al.,
1999; Schutte et al., 2001) that encourages individuals to consider other interests when
they want to solve conflicts. In this situation, a win-win solution may become a priority
in resolving the conflicts among individuals in order to satisfy everyones interests.
Although previous studies have shown that the integrating and compromising
styles are preferred when people face conflicts (e.g. Lee, 2003; Trubisky et al., 1991), the
direct impacts of those two styles on job performance are under-researched. Rahim et al.
(2001) contended the linkage between CMSs and job performance, but this relationship
has not been tested directly. Other studies discussed the positive effects of integrating
and compromising styles on conflict resolutions (Hocker and Wilmot, 1998; Gross and
Guerrero, 2000), but not on job performance. This may cause theoretical limitation in
explaining why individuals prefer to use integrating and compromising styles when
resolving conflicts, particularly its relation with job performance. This study therefore
wants to close the theoretical gap and aim to identify the connection between
integrating and compromising CMSs and job performance.
Several researchers have argued that EI had a positive effect on job performance
(Slaski and Cartwright, 2003; Bar-On, 1997; Goleman, 1995, 1997, 1998; Law et al., 2008)
and sales performance (Wong et al., 2004). However, they provide little information on
the underlying mechanism through which EI affects job performance. We expect that
the effect of EI on job performance may be related to integrating or compromising
style. This idea was based on the fact that conflicts are unavoidable at the workplace
( Jehn, 1995), but should be solved properly in order to positively affect job
performance. On the other hand, emotionally intelligent people who have the ability to
manage emotion may help them optimize cognitive processing in order to discover and
utilize positive opportunities (Andrade and May, 2004) in resolving conflicts on job
performance while avoiding the negative outcomes. Hence, emotionally intelligent
people may select integrating or compromising styles as those styles may be able to Conflict
produce positive affects on job performance. management
To investigate the relationship between EI, CMSs, and job performance, we
collected data on respondents working in the public sector. After reviewing the extant styles
literature, we found that previous research has not focused on the relationship between
EI, CMSs, and job performance within the public sector (Jordan and Troth, 2004;
Rahim et al., 2001). We argue that the application of management knowledge should 149
not be confined to the domain of private organizations. EI, CMSs and job performance
research should be extended to the domain of public organizations so as to generalize
research findings. Even though private and public organizations are alike in dealing
with basic management principles, they are different in their goals in terms of
self-interest versus social welfare (Rainey and Chun, 2005). In addition, Denhardt (1991,
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p. 15) further explicates the differences between private and public organizations in
term of ambiguity, pluralistic decision making and visibility. Those differences may
create different tensions among employees at those sectors, leading to different
behaviors. This study therefore expects to verify whether EI can provide beneficial
results discovered in private organizations.
4). It reveals the extent to which a person perceives his or her abilities toward
managing and using his or her emotion information to benefit from it. The literature of
trait-based EI also claim that EI is part of personality and locates at the bottom of
personality rank (Petrides and Furnham, 2001; Sevdalis et al., 2007).
The distinction between the ability-based and trait-based model of EI reflects the
reality within EI research on existing disagreement toward the construct of EI. This
distinction is not only to create the problem in EI definition but also in its
measurements and results (Petrides and Furnham, 2003). As a consequence it
generates the dispute around the measurement approach even though the underlying
theories are not different (Petrides and Furnham, 2003, 2006). This dispute roots from
the fact that those two different models of EI manufacture two different constructs of
EI that lead to differences in the operational definition (Petrides and Furnham, 2003).
But, this distinction definition of EI should not confine us to develop EI research
because these definitions tend to be complementary rather than contradictory
(Ciarrochi et al., 2000, p. 540).
In this study, we follow the definition provided by Davies et al. (1998). Their
definition was not only based on Mayer and Saloveys (1997) definition (Wong and
Law, 2002; Law et al., 2004, Law et al., 2008) but also based on a comprehensive study
of EI literature (Law et al., 2008). According to Davies et al. (1998), EI is defined in term
of four dimensions appraisal and expression of emotion in the self. . .appraisal and
recognition of emotions in others. . . regulation of emotion in the self and others . . . the
use of emotion to facilitate performance (Davies et al., 1998, pp. 990-991). The
appraisal and expression of emotion in the self refers to ones abilities to evaluate and
express his or her emotion while the appraisal and recognition of emotions in others
demonstrates the abilities to better evaluate and recognize the emotions of other people.
The regulation of emotion in ones self and others is related to ones abilities to better
regulate his or her emotion and the emotion of others. Finally, the use of emotion to
facilitate performance is related to ones abilities to use his or her emotion to achieve
better personal performance and behaviors (Davies et al., 1998; Law et al., 2004).
have a low concern for self and high concern for others. Those utilizing a dominating
style have a high concern for self and low concern for others, while the avoiding style is
characterized by a low concern for self and others. The compromising style has a
medium concern for self and others (Rahim et al., 2002). Those typologies have been
developed from the dual-concern model, which is a focal architecture in the conflict
management literature (Sorenson et al., 1999, p. 25).
Of those five conflict management styles, this study focused on the integrating and
compromising style by two reasons. First, people have their own preference of conflict
management styles when dealing with such conflicts (Sternberg and Soriano, 1984).
Previous research found that integrating and compromising styles are the most
preferred styles of individuals when they face conflicts (Trubisky et al., 1991; Lee,
2003). Second, the literature also showed that both styles have positive impact on
promotion, productivity and job performance (Blake and Mouton, 1964; Lawrence and
Lorsch, 1967; Jamieson and Thomas;, 1974; Jordan and Troth, 2002). However, Rahim
(2000, p. 5) argued the weakness of this stream of studies and stated that
unfortunately studies on conflict resolution did not provide any clear link between
conflict management strategies and effectiveness. It is therefore necessary to
reexamine the causes and effects of those integrating and compromising styles.
In addition, emotionally intelligent people are more like to select integrating and
compromising styles because those styles may have more beneficial outcomes in terms
of the efficacy and suitability (Gross and Guerrero, 2000). This idea departs from the
notion that the whole point of emotion was to alert us to danger or to opportunity and
to focus our cognitive processing upon it (Andrade and May, 2004, p. 216). This may
lead to the signal that emotionally intelligent people may have abilities to plainly think
and focus on more advantageous styles of handling interpersonal conflicts as those will
benefit for them. As integrating and compromising styles have positive effects on
conflict resolution (Hocker and Wilmot, 1998; Gross and Guerrero, 2000), we expect
that the integrating and comprising styles may become a preference for a person high
in EI in solving conflicts. Based on the foregoing arguments we developed the
following hypotheses:
H1. Emotional intelligence is positively associated with integrating style.
H2. Emotional intelligence is positively associated with compromising style.
Wilmot, 1998; Gross and Guerrero, 2000; Rahim, 2002). Quick and acceptable solutions
resulting from using the compromising style may simulate individuals to exert greater
effort in achieving performance. Based on those arguments, we propose that both the
integrating and compromising styles of conflict resolution will be positively related to
job performance.
H3. Integrating style is positively associated with job performance.
H4. Compromising style is positively associated with job performance.
Jehn (1995) argued that conflict could lead to negative effects on performance since
people suffer heavy cognitive loads and decreased cognitive ability. If conflict can be
managed properly, the consequence of functional conflict can stimulate employees to
explore opposing ideas more deeply as well as stimulate new thinking in improving
performance (Dyck et al., 1996; Jehn, 1995, 1997). Emotionally intelligent individuals
may facilitate the selection of an appropriate conflict managing style that enhances
their performance through supporting cognitive tasks (Andrade and May, 2004).
Emotionally intelligent people are more likely to select integrating and
compromising styles because of their efficacy and appropriateness for producing
functional results (Gross and Guerrero, 2000). As mentioned previously, both
integrating and compromising styles may have positive functional effects on job
performance. Such conflict resolution styles can result in solutions that benefit both
parties. As a result it may lead people to exert more efforts to achieve better
performance. On the other hand, EI has been recognized to be able to produce positive
results of solving conflicts ( Jordan and Troth, 2004). The ability to manage emotion
may help people optimize cognitive processing in order to explore and exploit positive
opportunities (Andrade and May, 2004) of conflicts while avoiding the negative
outcomes. Hence, emotionally intelligent people may also select either integrating or
compromising styles when they have conflicts in order to maintain, even enhance their
performance. Therefore, the following hypotheses are developed:
H6. Integrating style will mediate the relationship between EI and job
performance.
H7. Compromising style will mediate the relationship between EI and job
performance.
Methods
Sample
We surveyed 300 government employees from two local districts and one province in
Indonesia. We first mailed an official letter to the top officers of each organization and
then contacted the focal individual by telephone to obtain approval for the data
collection. After approval was granted, a member of the research team visited each
organization and met the leaders of each organization to discuss the data collection
procedure. Then, the questionnaires were distributed by immediate leaders to
respondents. Filled out questionnaires were returned back to the immediate leaders by
putting into a sealed envelope. Then immediate leaders gave directly to a member of Conflict
research team. management
To be included in the study, respondents should work together in the same room and
interact directly with one another. With this characteristic, it will have strong styles
implications to individual performances when conflicts surface, even though they are
not working as a team. It is because having conflicts with other people will not only
create high pressures and high tension but also lose their potential resources, for 155
example asking helps from their friends. If those resources are missing then it may
impact on individual performances because they will not have chances to ask for helps
when having problems with their works. The final sample consisted of 228 respondents.
Most of the respondents were male (65.4 percent) and married (92.1 percent), and the
majority of respondents were college degree holders (41.7 percent). Additionally,
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87.3 percent of the respondents had been working for more than ten years.
Measures
Emotional intelligence. We employed a self-report measure of Wong and Law
Emotional Intelligence Scale (WLEIS; Wong and Law, 2002) to measure EI. The
WLEIS consists of 16 items. Sample items included, I have a good sense of why I have
certain feelings most of the time, and I always set goals for myself and then try my
best to achieve them and I am able to control my temper and handle difficulties
rationally. The response format was a seven-point Likert scale with 1 representing
strongly disagree and 7 representing strongly agree. Confirmatory factor analysis
conducted by Wong and Law (2002) declared that EI could be treated as a single
dimension (Wong and Law, 2002). The Cronbach alpha for this scale was 0.92,
indicating that the instrument was reliable.
Conflict management styles. We employed the-11 item scale taken from the Rahim
Organizational Conflict Inventory-II (ROCI-II) (Rahim, 1983) to measure CMSs,
including integrating as well as compromising styles. Sample items included: I
collaborate with my boss to come up with decisions acceptable to us and I try to
integrate my ideas with those of my boss come up with a decision jointly and I try to
find a middle course to resolve an impasse. The response format was a seven-point
Likert scale with 1 representing strongly disagree and 7 representing strongly agree.
Confirmatory factor analysis done by Rahim and Magner (1995) supported the
construct validity of this ROCI II. The Cronbachs alpha for the integrating style and
compromising style was 0.71 and 0.73 respectively.
Job performance. We used five items from Pearce and Porter (1986) to measure
employees job performance. Sample items included overall performance and
completing tasks on time. The response format was a seven-point Likert scale with 1
representing strongly disagree and 7 representing strongly agree. The Cronbachs
alpha for the job performance factor was 0.84.
Although adopting single informant as a data source is popular in management
studies, it incurs the potential for common method bias. To deal with this possible risk
and maintain data quality, we separated the predictor and criterion variables as well as
randomly assign those measurement items in the questionnaire (Podsakoff et al., 2003).
We also conducted a Harmans one-factor test of the influence of common method bias
(Podsakoff and Organ, 1986; Schriesheim, 1979). We entered all of the questionnaire
items into a factor analysis. The results of factor analysis did not point out that there was
IJCMA one single factor that accounted for a significant portion of the covariance. That means
21,2 that common method variance was not a serious problem in this study (Podsakoff and
Organ, 1986; Schriesheim, 1979). The possibility of non-response bias was checked using
One-way ANOVA. The results showed that the comparison of the early respondents and
late respondents were not significantly different in age, education and seniority.
Although the threat of non-response bias could not be ruled out, this comparison
156 increased confidence in the representative of the sample (Guthrie, 2001).
Results
Table I displays the means, standard deviations, and correlations among research
variables. For the CMSs, the results showed that the highest mean was the integrating
style (6.06), followed by the compromising style (5.92).
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Variables Mean SD 1 2 3 4 5 6 7 8 9
Means, standard
Conflict
deviations, and
variables
correlations for all
styles
157
Table I.
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21,2
158
Table II.
IJCMA
predicting job
Results of hierarchical
regression analysis for
228 civil servants, this study found that EI could be an antecedent of CMSs in terms of
integrating and compromising style. Moreover, we also illustrated the direct effects of
integrating style on job performance. This study also confirmed that integrating style
could partially mediate the relationship between EI and job performance. Finally, our
results demonstrated that EI had similar roles in public organizations as within private
organizations, specifically for its impact on job performance.
This research was valuable as previous studies were less focused on the antecedents
of conflict management styles, and as a direct test of the effects of conflict management
styles on job performance. Further, the mediating effects of two conflict management
styles (integrating and compromising styles) on EI and job performance had
previously lacked attention. Finally, this research was also valuable, as it had verified
that EI within public sectors could provide beneficial results as discovered in private
organizations.
The results of this study revealed that subordinates at the three selected local
government agencies in Indonesia tended to use integrating style, followed by
compromising style. These results were similar to a previous study by Ting-Toomey
et al. (1991). They found that the integrating style and compromising style were used
the most by Koreans. This finding was also supported by Trubisky et al. (1991) who
argued that in collectivist cultures, people tended to use integrating and compromising
styles more often than in individualist cultures. Such findings are supported within
this study as well. Specifically, Indonesia is a country that is considered to be
collectivist (Hofstede, 1984; Jetten et al., 2002). Maintaining harmony is a major
function of the majority of people in a workplace. A disruption of this harmony could
carry severe consequences, such as isolation from the social relationships within the
workplace. That situation is strengthened by Javanese culture (Java is the biggest
ethnic in Indonesia) that encourages people to maintain harmony and tolerate to other
people (Yumarma, 1996).
This study also found that EI had a significant and positive association with
integrating and compromising styles. EI functioned both as an antecedent for peoples
decision in adopting integrating and compromising styles in conflict. Emotionally
intelligent people were more likely to select both styles because they might have
believed that those styles would solve conflicts productively. It may be driven by the
fact the ability to manage emotion may help people optimize their cognitive tasks to
decide which style can resolve conflicts with positive functional results (Andrade and
May, 2004). In addition, emotionally intelligent people tends to consider their own and
IJCMA the emotions of others as a basis in framing their relationships with other people
21,2 (Mayer and Salovey, 1993, 1997). These characteristics may lead people to always put
other peoples interests as an important consideration in solving conflicts. Thus, a
win-win solution produced by integrating and compromising styles may become a
priority in resolving the conflicts among individuals in order to satisfy everyones
interests.
160 We also found that the integrating style was positively and significantly associated
with job performance. With this integrating style, people expected to produce a
win-win solution so that it would be beneficial to both conflicting parties (Meyer, 2004).
In addition to that, Meyer (2004) further explained that integrating style stimulates
conflicting people to share out information in order to solve conflicts that satisfy to
both. The satisfaction in resolving conflict had led people to exert more efforts to
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achieve better performance. Since there is no previous study that directly investigates
the relationship between integrating style and job performance in public organizations,
our finding can enrich the empirical evidence.
One important finding of this study was that the compromising style was not
significant, but positively associated with job performance. According to its definition,
the compromising style lies in the middle of concern for the self and others (Rahim,
2002). Using this style, both parties give up some needs to make a mutually acceptable
decision (Rahim et al., 2002, p. 307). Such a sacrifice of needs might have caused a
proportion of the respondents to become unsatisfied, which could have reduced their
motivation to achieve better performance.
This study also showed that EI was positively and significantly associated with job
performance, integrating style, and compromising style. Such findings are consistent
with previous empirical evidences (Goleman, 1998; Mayer et al., 2000; Wong and Law,
2002; Jordan and Troth, 2002; Law et al., 2004; Yu et al., 2006). In addition, this study
found that integrating style partially mediated the relationship between EI and job
performance. These finding indicated that EI, both directly and indirectly, influence job
performance. These findings make sense, since most of the conflict is inevitable and is
commonly present while one is doing his or her job. When conflict appears, EI can
facilitate people to select the appropriate conflict management styles in term of
integrating style that can enhance the job performance. In this part, EI presents
indirect affects on job performance via integrating style. Emotionally intelligent people
have the ability to successfully face uncertain environments (Bar-On, 1997; Matthews
et al., 2002) and have better communication skills (Goleman, 1998; Matthews et al.,
2002). Other scholars contend that EI leads to the success of work under certain
situations, for instance, products that involve feelings and aesthetics fit well when
created by emotionally intelligent people (Mayer and Salovey, 1997; Matthews et al.,
2002). EI could thus directly affect job performance.
The results of this study can be used to support the arguments within public
organizations that EI is a major factor for improving job performance. As public
services, official governments are faced with different people with different needs,
wants and characteristics. Those may be sources of stress and anger. However, as a
service delivery agency to society, public servants are required to present the excellent
services to the society even though stress and anger are present in order to maintain
their performance. Their services should satisfy the desires of society because it can
determine the level of quality of service that they have delivered to the society
(vretveit, 2005). Thus, emotionally intelligent public servants could deliver better Conflict
services to the society as they have a good ability to handle stress (Bar-On, 1997; Gabel management
et al., 2005).
The findings of this study have several practical implications. First, we identified styles
the importance of EI in improving employee performance with regard to service
delivery within the public sector. Such information is also useful in the formation of
training programs to improve government employee EI. As mentioned by previous 161
scholars, EI reflects abilities that could be increased by training (Elfenbein, 2006; Cote
and Miners, 2006). Therefore, in order to increase public servant EI, EI training is
suggested.
Our results also inform and suggest that local government in Indonesia should rank
EI as one of important selection criteria in recruiting new civil servants. Since the job
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Corresponding author
Ely Susanto can be contacted at: plenthing@yahoo.com
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