Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence

Abstract

Purpose Drawing on the social exchange theory, this study aims to examine the association between interpersonal conflict and task performance as well as the mediating and moderating roles of workplace deviance and emotional intelligence, respectively, in this association. Design/methodology/approach Two studies were designed to test the authors’ hypotheses using multiwave and multisource data collected from 173 (187) subordinates and their immediate supervisors from Pakistan. Findings An important reason that interpersonal conflict diminishes employees’ task performance is that employees are engaged in workplace deviance. This indirect effect is less salient when employees are more emotionally intelligent. Practical implications One way to improve employees’ task performance could be to reduce and manage interpersonal conflicts, especially through interventions aimed at increasing employees’ emotional intelligence levels. Originality/value This research contributes to the literature by demonstrating that employees’ emotional intelligence is a boundary condition that alters the association between interpersonal conflict and employee task performance directly and indirectly via workplace deviance.