Role of Emotional Intelligence in Managing Interpersonal Conflicts in Ethiopia

Authors

  • Meles Zenawi

DOI:

https://doi.org/10.47604/jcm.2866

Abstract

Purpose: The aim of the study was to analyze the role of emotional intelligence in managing interpersonal conflicts in Ethiopia.

Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.

Findings: In Ethiopia, emotional intelligence is pivotal in managing interpersonal conflicts by enhancing individuals' ability to understand and navigate emotions effectively. Individuals with high emotional intelligence are better at recognizing and empathizing with others' perspectives, which leads to more constructive conflict resolution. These individuals can maintain composure, employ effective communication strategies, and foster a collaborative environment.

Unique Contribution to Theory, Practice and Policy: Emotional intelligence theory, social and emotional learning (SEL) theory & conflict resolution theory may be used to anchor future studies on the role of emotional intelligence in managing interpersonal conflicts in Ethiopia. Organizations should implement targeted training programs to enhance employees' emotional intelligence skills, focusing on areas such as empathy, emotional regulation, and communication. Policymakers should promote and support the integration of emotional intelligence into workplace policies and practices. Policies should encourage the inclusion of EI development programs as part of professional development initiatives and performance management systems.

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Published

2024-08-18

How to Cite

Zenawi, M. (2024). Role of Emotional Intelligence in Managing Interpersonal Conflicts in Ethiopia. Journal of Conflict Management, 4(3), 53 – 64. https://doi.org/10.47604/jcm.2866

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