Emotional Intelligence and Conflict Resolution: Implications for Human Resource Development

By Peter J. Jordan, Ashlea Troth. 2002

210 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9ed30c8540fe4bee0833fc278b120c7f0309287a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional Intelligence, its Measurement and Implications for the Workplace (2008, methodology): “In a study of 139 students, using the first author’s measure Workgroup EI, Jordan and Troth (2002) found that individuals with higher levels of EI were more likely or more able to engage in collaborative conflict resolution.”
An Integrative Goal-Focused Approach to Executive Coaching. (2006, background): “This may seem like a selfevident point; however, people are often not skilled in the self-reflective process, and are frequently unaware of their behavior or the impact their behavior has on other people ( Jordan & Troth, 2002 ).”
Impact of Leader’s Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View (2016, background): “Jordan and Troth (2002) found that EI enhances the possibility of usage of constructive conflict with significant correlations between collaboration and awareness of own emotions, discussion of own emotions, control of own emotions, recognition of own emotions, and management of others’ emotions.”
Examining relationships between emotional intelligence and coaching efficacy (2008, background): “For example, Jordan, Ashkanasy, and Charmine (2002) and Jordan and Troth (2002) reported individuals in business with high levels of emotional intelligence to cope better with job-related tension and deal with conflict resolution.”
Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness (2009, background): “The authors in this journal (Callahan & McCollum, 2002; Jordan & Troth, 2002; Kiefer, 2002; Short & Yorks, 2002; Turnbull, 2002) all write on various derivations of emotion in research, ranging from its role in organizational change efforts to training and conflict resolution.”
A meta-analytical review of the relationship between emotional intelligence and leaders’ constructive conflict management (2013, background): “For example, how one’s level of Social Responsibility, Organizational Awareness, or Service Orientation, specific sub-dimensions of the Dealing with Others’ Emotions domain of EI, impacts interpersonal challenges and the strategies used in conflict situations in a team-setting where interdependence ”
Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution (2004, background): “Our data partially support the hypotheses that emotional intelligence at the individual and team level will influence the type of conflict tactics adopted during a team performance task by an individual (Jordan & Troth, 2002) and by the team as a whole (Hypothesis 5).”
An Integrated Model of Goal‐Focused Coaching (2012, background): “However, self-reflection does not come naturally to many people (Jordan & Troth, 2002), and so the coach may need to find ways to develop action plans that focus on observable, easily monitored behaviours.”