The Role of Emotional Intelligence in Conflict Management Through Dual Process Model of Negotiation in High-Pressure Environments

Abstract

This study discusses the application of emotional intelligence (EI) in conflict management based on the dual process model of negotiation in the high-pressure organizational setting. While extensive research exists on EI and negotiation as separate entities, there is a paucity of literature that has combined both emotional and cognitive decision-making processes in resolving conflict situations. The study takes a quantitative, descriptive, and explanatory research design, based on primary data gathered on 172 respondents comprising employees, managers, and team leaders. Structural Equation Modeling (SEM) with regression analysis and SPSS and SmartPLS was used to analyze the data. The results show that emotional intelligence has a strong positive correlation with conflict management effectiveness (r = 0.72,  p < 0.01). Emotional intelligence has a great impact on both intuitive (System 1) (β = 0.36, p < 0.01) and analytical (System 2) (β = 0.49, p < 0.01) negotiations. Moreover, the analytical thinking system 2 is more influential in conflict management (β=0.52, p < 0.01) than system 1 (β=0.29, p < 0.01), which reveals the significance of an analytical approach to the situation in situations of high pressure. The findings also affirm that emotional intelligence is directly related to conflict resolution (β = 0.41, p < 0.01). The study finds that emotional intelligence is an important cognitive-emotional competence that enhances effectiveness of negotiation and conflict management. This paper provides an integrated framework of interrelating both the emotional and the analytical decision-making by integrating the dual process model. The results present a remarkable contribution to the theoretical knowledge of organizational behavior and the practical aspects of training the leadership, HR strategies, and conflict management in the work environment with high pressure.