Managing workplace interpersonal conflicts: Harnessing employees’ emotional intelligence and organizational learning

Abstract

Purpose The present study explores the need to strengthen the organizational learning culture to aid constructive conflict management through high levels of employees’ emotional intelligence. Design/methodology/approach In the current study, with relevant support from the literature, the authors review the need to develop a high degree of emotional intelligence through knowledge acquisition, sharing and utilization for constructive conflict management in the workplace. Findings Emotional intelligence significantly aids employees in integrating newly obtained information with the organization’s established processes. Individuals with a high degree of emotional intelligence possess the aptitude to deal with dysfunctional task, process, and relationship conflicts with a centralized focus on organizational learning. Originality/value The authors have proposed a learning model which indicates that individuals with a high degree of emotional intelligence possess the aptitude to deal with dysfunctional task, process and relationship conflicts. With a focus on organizational learning, the model can aid managers in developing training initiatives for knowledge acquisition, knowledge sharing and knowledge utilization among employees.