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This can create conflict with the values of the team members and overall team that can cause emotional behaviors to arise. The collective feedback from all team members helps build the knowledge of the manager. The combination of feedback from all team members and the manager's knowledge of the goals, assumptions, and experience helps enable the manager to express an opinion where all team members understand.
Openness, open to new experience, extraversion, outgoing and high spirited, and neuroticism, a general tendency to experience emotions, are correlated with emotional intelligence (Godse). If a manager is open to new experience, outgoing, and experiences their own emotions, emotional intelligence comes easier because it becomes a shared experience among team members. Openness allows the manager to learn about team member experiences in feedback that can generate ideas to consider in decision making. Being outgoing allows for better communications with team members to influence feedback. and, having experienced emotions, the manager gains higher emotional intelligence in understanding the emotions and behaviors of team members.
Documenting, monitoring, and tracking issues is important for analysis of how well the resolution has addressed the problem. This could help in identifying problems that were not...
For example, prioritizing work processes may need to be reevaluated to ensure that goals are met with the assumptions of the team. This process aids the process of performance evaluation that is vital for team members to stay focused on the goals of the project.
An integral part of conflict resolution falls in the emotional intelligence of the manager in understanding team members to determine appropriate styles of resolution for the given situation. A manager's leadership influence will depend on the level of emotional intelligence to gain valuable information for decision making. The appropriate conflict resolution style a manager chooses will depend on the identity, understanding, use, and emotional regulation of the level of emotional intelligence the manager possesses.
Bibliography
Godse, a. & . (n.d.). Perceived emotional intelligence and conflict resolution styles among infomraiton technology professionals: Tesing the mediating role of personalityp. Singapore Management Review, 32:1, 69-83.
Liu, C. & . (2010). A system maintenance process for facilitation requests management and conflict resolution. International Journal of Software Engineering and Knowledge Engineering, 20:7, 899-920.
Bibliography
Godse, a. & . (n.d.). Perceived emotional intelligence and conflict resolution styles among infomraiton technology professionals: Tesing the mediating role of personalityp. Singapore Management Review, 32:1, 69-83.
Liu, C. & . (2010). A system maintenance process for facilitation requests management and conflict resolution. International Journal of Software Engineering and Knowledge Engineering, 20:7, 899-920.
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