The Mediating Role of Perception of Organizational Support in the Effect of Emotional Intelligence on Conflict Management Styles
DOI:
https://doi.org/10.5281/zenodo.21002625Keywords:
Emotional intelligence, conflict management, perceived organizational support, mediating effect, organizational behaviorAbstract
This study aims to examine the effect of emotional intelligence levels of employees on conflict management styles and to reveal the mediating role that perceived organizational support plays in this relationship. The study investigates how individuals’ abilities of emotional awareness, empathy, and self-regulation affect their strategies for managing workplace conflicts. The study utilized quantitative research design. The data was obtained from 435 employees working in public and private organizations in Sakarya, Istanbul, and Ankara. The study employed the Emotional Intelligence Scale adapted by Kayihan and Arslan (2016), the Conflict Management Styles Scale developed by Koruklu, Totan, and Sağkal (2015), and the Perceived Organizational Support Scale translated by Yokuş (2006). The analysis of the data were performed through SPSS 27.0 and AMOS software using descriptive statistics, correlation, multiple regression, and mediation analysis based on the Baron and Kenny (1986) approach. According to the findings, emotional intelligence affects both conflict management styles and perceived organizational support significantly and positively. Furthermore, perceived organizational support was revealed to mediate the relationship between emotional intelligence and conflict management styles partially. Consequently, employees with higher emotional intelligence who perceive greater organizational support are inclined toward more constructive, empathetic, and cooperative approaches in conflict situations. These results emphasize the need to develop training programs centered on emotional intelligence and foster a supportive organizational culture in contemporary workplaces.
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