Emotional intelligence refers to the ability to perceive, recognise, and assess one's own emotions and those of others. Success in the workplace requires more than just a high intelligence quotient (IQ); emotional intelligence (EI) is censorious, particularly in understanding which sub-dimensions—emotionality, wellbeing, sociability, or self-control—play the most significant role which current research does not focus on. This dissertation shows the impact of emotional intelligence on social intelligence levels (SI), individual team roles (TR), and conflict resolution styles (CR). A quantitative study, questionnaire, was created to investigate the correlations between emotional intelligence and social intelligence, as well as the dimensions linked to the following roles and styles: organiser team role, team builder team role, challenger team role, innovator team role, avoidant conflict resolution style, and competitive conflict resolution style. Expanding upon previous research that explored personality traits, which was not the emphasis of this study, I studied if emotional intelligence might still be affected in analogous circumstances while also assessing the impact of its sub-dimensions. The study revealed minor positive correlations between emotional intelligence and social intelligence, along with specific team roles, while indicating a negative association with avoidant conflict styles. Regression analysis found the substantial impact of social intelligence on emotional intelligence and certain team roles. Gender disparities indicated that females achieved superior scores in 'emotionality', whilst males were more inclined to adopt 'challenger' roles. Older individuals exhibited enhanced wellbeing and a stronger inclination for innovator positions. The results underscore the significance of emotional intelligence sub-dimensions, particularly ‘emotionality’ and ‘wellbeing’, in influencing team dynamics and leadership, indicating complex, context-dependent relationships between emotional intelligence and workplace behaviours. Further details on implications, recommendations, and limitations are discussed.
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Södergren, Alexandra
Rights Holders: Södergren, Alexandra Supervisors: Handley, Karen
Department of Business and Management
MSc Human Resource Management
2024
© Södergren, Alexandra Published by Oxford Brookes UniversityAll rights reserved