Managing People, Organisations and Context: Emotional Intelligence and Conflict Management

This study highlights the importance of emotional intelligence and conflict management in team management. It discusses the impact of emotional intelligence on leadership practices and the skills required for developing managerial skills. The study also emphasizes the role of a manager in improving team performance and provides strategies for becoming a superior performer.

Running head: MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Managing people, organisations and context
Name of the student
Name of the university
Author note

1MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Table of contents
Competency 1.................................................................................................................2
Introduction....................................................................................................................2
Related to performance..................................................................................................3
How to make manager as a superior performer.............................................................6
Incident 1......................................................................................................................10
Incident 2......................................................................................................................10
Incident 3......................................................................................................................10
Incident 4......................................................................................................................11
Diagnosis with tools:....................................................................................................11
Action plan:..................................................................................................................13
Reference list................................................................................................................14
Appendices:..................................................................................................................19
Appendix 1...................................................................................................................19
Appendix 2...................................................................................................................20
Appendix 3...................................................................................................................20
Appendix 4...................................................................................................................21
Appendix 5...................................................................................................................21
Appendix 6...................................................................................................................21
Appendix 7...................................................................................................................22

2MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Competency 1
Introduction
Team management is considered as the ability of an organization or individuals,
which plays an important role in the case of coordinating and managing the team of
individuals for performing any operation (Nikpay & Mofrad, 2016). As stated by Attia and
Farrag (2017), the team management process is interconnected with the objective,
communication and performance of the people who are involved in team activities. Another
way, this can be said that team management can be considered as the important activity that
influences the efficiency of the team members. Day et al., (2014) opined that the team
management activity is being influenced by the activity of the team leader. The team leader
maintains the effective relationship of loyalty and trust in the organization. A Strong team
leader always motivates the team members towards achieving the goals and objectives
(Phillips et al., 2016).
On the other hand, conflict is one of the common issues in every team or organization.
Therefore this can be said that conflict is the storming period in a team development process
(Carmody-Bubb, Duncan & Ree, 2015). It is not true that the conflicts can be impacted on the
team only, but also internal conflicts are also very influencing in the case of impact
negatively on a human personality. Due to team conflicts, the productivity can be influenced
(Atak, 2016). This can be said that the conflict can also create group cohesion. On the other
hand, Dyer and Song (2015) stated that in the case of internal conflict the characteristics of a
person gets influenced. Stress and anxiety are the consequences of internal conflict.
Therefore, as the conflict impacts negatively both in the personal and professional life of a
human, therefore, managing the conflict is one of the important components in personality
development process.

3MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
In this study, both the team and conflict management applications have been
highlighted through the emotional intelligence practices. Different theorises of emotional
intelligence and its behavioural consequences have been highlighted. In this study the skills
have been mentioned which are required in the case of developing the managerial skills. By
highlighting the skills, the application and its impact on the personal and professional
development have been highlighted.
Related to performance
As stated by Goleman and Boyatzis (2017), leadership practices are being influenced
by the social and emotional intelligence. According to the author, the behavioural changes
of a person is also connected with the team management process. By supporting this Caruso
et al., (2015) said, due to lack of emotional intelligence, sometimes people hurt others, in the
case of true leadership, the person needs to be capable enough to understand the emotions of
the team members. If the leader is not able to understand the feelings of the team members,
this will result in the poor leadership practice. Here the author has also mentioned that the
Ego, anger and impatience are the three important for threats in developing proper leadership
management practices. With these behavioural qualities, the team members will not be able
to discuss their issues with the team leader. If the proper relationship between the leader and
team members will not be developed, it will not influence the performance of the team in the
better manner. Another way Grunes, Gudmundsson and Irmer (2014) opined that Self-
control, self-awareness, empathy motivation, empathy and social skills are the important
behavioural elements, which impacts on the team performance. By supporting this Solomon,
Costea and Nita ( 2016) has stated that the transformational leadership has the higher level
of impact in the case of developing the team management programs. The author has also
mentioned that the emotional intelligence is considered as the important, influential element
in leadership management. Here the author has also mentioned that through the process the

4MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
transformational leadership practices can be developed. Heckemann, Schols and Halfens
(2015) argued that the leadership style and activities of the leader are being analysed through
these practices. The author has argued that the emotional intelligence has the ability to
understand the own perspective as well as this is also very effective in the case of
understanding others' emotion. By using this quality, a leader can be able to manage the
individuals' emotion.
Another way Rathore and Pandey (2018), argued that the leadership quality is being
influenced by the behaviour and attitude of a person. This can be said that these are very
influencing in the case of improving the emotional intelligence skills. The famous
psychologist has mentioned about the behavioural changes and its impact on the leadership
quality. By supporting this Vasilagos, Polychroniou and Maroudas (2017) said, the author has
also mentioned that the physiological and psychological process has a higher level of impact
on the overall team performance. Therefore this can be said that with the deep emotional
connection of a leader with the team the level of performance can be improved. The author
has also mentioned that the leadership quality is being developed depending on sacrifice and
adjustment. With the emotional intelligence, effectiveness and resonant leadership
quality, the performance of the team members is being improved (Chan, Sit & Lau, 2014).
The author has also mentioned that as the emotional intelligence has a higher level of impact
on the leadership practices, therefore the training regarding the emotional intelligence
development is needed to be introduced.
Here the study has highlighted that the internal and external conflicts. In the case of
both the external conflict, the struggle between the literacy and dramatic force consequences
dramatic action in human nature (Nichols et al., 2018). On the other hand, in the case of
internal conflicts, the struggle between the ethical and moral dilemmas occurs which
influence the decision making the process of a person. The conflict management has become

5MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
very important in the case of managing others. The study has mentioned that in order to
manage the conflict in a team, the team leader can plan an effective role. This can be said that
before managing any conflict the leader needs to listen to each point of view carefully (Leon-
Perez, Notelaers and Leon-Rubio, 2016). By using the monitoring skill, the leader will be
able to analyse the action and behaviour of the person.
It has been identified in this study that the internal conflict can increase the
development issue. Due to armed conflict, sometimes people are forced to migrate. These
also ate very influencing in the case of creating long time refugee or political, social and
economic loss. Therefore, managing the conflicts is very important for physical and
psychological development. In the words of McKibben (2017), managing the cross, cultural
conflicts have become one of the popular international issues in the current scenario. A large
number of people have faced different types of conflicts in the organization. Here the author
has tried to analyse the conflicts and its management process through different disciplinary
perspectives. Cochran et al., (2018) stated that Sociology, communication, psychology,
behavioural science, anthropology and health science are the different angles of conflict
management process. Another way Baker, Détienne and Barcellini (2017) stated that conflict
is considered as the element of optimal functioning. In the case of conflict management, the
experts always focus on the managing and minimize the negative impact of conflict on
organization or individuals. Another way Henry-Lee, Branche and Bailey (2017) argued that
in the case of managing the conflict in the workplace the introduction of effective methods
and intervention techniques are being used. In the case of the organizational management
conflict management process, the conflict resolution style, types of conflict and impact
of conflicts are being analysed. Among all the conflict management practices, the
contextualized and situational approach is considered as the effective process.

6MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Another way Howard Healy and Boyatzis (2017) stated that the emotional
intelligence has higher-level of impact on managing the conflicts. An intelligent person uses
the intellect and emotion for managing the efficiency in the workplace. It has also been
mentioned by the author that the emotional competency is also very influential n the case of
dealing with the organizational situations (Boyatzis, Rochford & Cavanagh, 2017). Through
the emotional intelligence, the human talent is being focused. This also indicates the
capability of a person. Therefore, the internal conflicts indicate the weak side of human. In
order to reduce the ethical dilemmas, the strong personality development is needed. Another
way Rupesinghe (2016) stated that interpersonal and intrapersonal intelligence reflects the
conflict management process. By supporting this Ramírez and Abad-Quintanal (2018)
opined that the successful intelligence and practical intelligence are the two essential
elements of emotional intelligence, this influence the human attitude and characteristics. De
Clercq, Thongpapanl and Dimov (2014) argued that people have multiple abilities if people
want they can control their emotions and behaviour. Therefore, this can be said that the
managerial, leadership and team management practices are being developed depending on the
kills of emotional intelligence.
How to make manager as a superior performer
In this study, it has been identified that the effective team management gets
influenced by the behaviour and attitude of the manager. As stated by Carmody-Bubb,
Duncan and Ree, (2015), if the effective quality of leadership is being analysed, it will be
identified that the leader or manager needs to be honest, delegate, positive and fearless to
accept the challenges. With these qualities, the leader will be able to get the chance to
manage the team in a proper manner (Atak, 2016). With these qualities, the leader analyses
the condition of the team members and tries to bring the changes in the team performance. In
the words of Dyer and Song (2015), it has been identified in this study that in the case of

7MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
proper team management Practices, leaders play an important role to clarify the goals and
objectives to the team members. These quality of the managers, help in the case of increasing
the employee engagement in the workplace. On the other hand, by creating the strong
personality, the leader becomes the role model for the team members (Nichols et al., 2018).
This is very effective practice for motivating the team members. On the other hand, it has
also been analysed in this study that by developing the proper management strategies, leaders
improve the skills of the team members so that they will be able to encourage the team
members to deal with the challenges. Leon-Perez, Notelaers and Leon-Rubio (2016) argued
that by using the effective team management quality, the leader try to develop the healthy
relationship with the team members.
By communicating with the members, the leader will be able to develop the strong
relationship with the members, and this also helps the leader to analyse the needs and
demands of the team members (Tang, Fu, & Xie, 2017). Therefore this can be said that the
team leader needs to focus on adopting the quality to motivate others, if the team members
are motivated towards their job, they will be able to achieve their desired goals. As stated by
Boyatzis, Gaskin and Wei (2015), not only the skill of motivation but also the skill of
delegations is needed to be adopted by the leader. In the case of managing the challenging
situation in the organization, the leader needs to focus on motivating the team members so
that they will find the creative way to deal with the situation. Attia and Farrag (2017) opined
that in order to bring the development in the team management process, the leader provides
training to the team members so that the level of creativity can be increased. On the other
hand, it has also been analysed that the leader should have the monitoring skill. This will be
helping in the case of analysing the understanding the development needs of the team.
By arranging meetings, active listening practices and brainstorming, the manager
encourages the team members (Nikpay & Mofrad, 2016). This helps the manager to establish

8MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
strong and powerful image to the employees. These skills are very effective in the case of
managing the discipline in the team. On the other hand, it has been identified that the quality
of performance is being developed due to such development. Through the team management
activities, the cooperativeness among the employees is being developed. Proper team
management process also impacts on increasing the involvement of team members in
achieving the goals and objectives. Therefore, this can be said that the team management
skills are being influenced by the attitude and behavioural aspects of a person. A person
without these qualities will not be able to manage a team activity.
Conflict management skills are needed to be adopted by the manager in the case of
managing any type of conflicts. In the case of a team, it is the responsibility of the leader to
fix the issues, which hampers the performance or behaviour of a team member (Tang, Fu &
Xie, 2017). The issues should be addressed properly for improving the management skills. In
this study, it has been identified that the conflict is being managed by addressing five
behavioural aspects of a human such as avoiding, competing, compromising, collaborating
and accommodating (Boyatzis, Gaskin & Wei, 2015). By using the Thomas Kilman
Conflict mode instrument, the behavioural test has been done. In this study, it has also been
identified that the human characteristics influence both the internal and external conflicts.
This quality is very effective to understand others emotion and help them in that situation.
Here study has already mentioned about the emotional intelligence as the important
element in team management process. Daniel Goleman has again mentioned about the
Emotional Intelligence as the important Conflict Management Competency technique
(Ramírez & Abad-Quintanal, 2018). It has been stated by the author that by adopting the
emotional intelligence skill, the person will be able to solve others’ problems. In the case of
tensed situation, the person will be able to carry own self tactfully. It has been mentioned in
this study that the leaders who do not have the ability, will not be able to develop proper

9MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
conflict management practices. As stated by Mckee, the workplace dilemmas influence the
organizational conflicts (Bryson, 2017). In this situation, friends and family can play an
effective role in the case of dealing with the conflicts. The process of conflict management is
little difference in view of Mckee. The author believes that by helping others to understand
the problems, they will be able to find the option to over cone from the situation (De Clercq
& Belausteguigoitia, 2015). In this case, both the authors provide different viewpoints. One
believes in leaders' effective participation, another belief in self-actualization of the person.
Therefore this can be said that Mckee follows the neutral process. By supporting this De
Clercq, Thongpapanl and Dimov (2014) stated that the employees in every organization need
to guidance to clarify their issues. Here the author has also mentioned about different learning
practices in order to understand the issues.
Conclusion
This can be said that an effective team leader plays an important role in the case of
encouraging the team members to deal with the difficult situations. By making good
leadership practices, the leader can give an example to others for managing teamwork.
Various team management theories have been introduced such as Herzberg’s theory, Belbin
Theory, human relation theories and many more. In all the theories, the importance of
leadership quality and its impact has been highlighted for analysing the team management
processes. . The entire conflict management process depends on the wiliness of the person.
The consequences of the negative behaviour of human turn into conflict. Therefore in the
case of managing the conflict, the behavioural skills need to be adopted by the person. On the
other hand, it has also been identified that ego, anger and nervousness are the three influential
factors behind both the internal and external conflicts. Hence, before managing the conflicts,
these influences needed to be controlled by the person. Therefore, this can be said that in
order to develop healthy and cultural atmosphere in an organization, the managers should be

10MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
more polite towards adopting the emotional intelligence skills. By using these skills the
person will be able to manage and control the team activities as well as will be able to
provide job satisfaction to the employees.
Incident 1.
As I already have experience of working with a company for two and held years I
have some memorable experience to share. At that time, I was an expatriate employee in one
of the famous resort located in Australia. At that point of time, the resort was severely
running in the loss as the local employees who played an important part in the operation of
the outdoor services in the resort. I was among the few employees who came there to work.
In this context, I identified some different outlook of the local employees who could not
indulge in talking with us nor they work collaboratively. The management also could not
handle this stern outlook of the employees hence we felt the actual pressure as we had to
function both indoors and outdoors. This actually created many hues and cried among the
expatriate employees but neither support my peers nor I go against the local employees. This
reveals my low esteem and low confidence in myself as well as my opinion.
Incident 2.
In this incident I want to share my experience of working in a team of a retail
company. In this company, I used to work with a team of an employee having more or less
same technical expertise of knowledge. Once I was given a task which was not at all in my
area of learning nor I could learn the method of completing that task with a short period of
time. Therefore, I would have taken that task or any responsibility but I failed to give a
negative answer to my team leader as this would increase the tendency of conflict which
might lead to the bad impression among my team members or the higher authority. As a
result, I could not produce a good quality outcome and got punished for it.

11MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Incident 3.
In incident is related to my inability to present my opinions in public communication.
I feel confused and shaky while offering my views in the open public. This particular incident
happened in my presentation of issues relating my findings to the sexual harassment took
place in the workplace. In this meeting the lawyers were present too. Those lawyers had
limited idea about the organisational process but I had to make them understand the findings
that I have collected as well as their sources. Despite the fact I had prepared that presentation
very well and I had a huge scope for discussing the matters in more detail but third constant
questions and accusation added some negative vibes which made me nervous before the
members and audience. I found it very difficult to deliver my presentation and missed vital
points which might have changed the course of action.
Incident 4.
This event took place recently when I was an employee of an organisation that faced
open discrimination regarding my wage. For three months I was getting much less salary than
what my co-workers. Hence, I communicated with my colleagues who directed me to take
this matter to the higher authorities. For this reason, I communicated with my immediate boss
and explored the exploitation of my effort. This is related to absenteeism as well as the
quality of production. The managers accused of various aspects but I had proper evidence in
these cases through which I could have proved my innocence. However, I tried to avoid the
conflicts and acted exactly what my managers expected from me as a submission employee.
Diagnosis with tools:
In Big five personality test Extroversion (E) is the personality trait of seeking
fulfilment from sources outside the self in which I have scored low which shows my
preference to work on my projects alone. Agreeableness (A) reflects much individuals adjust

12MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
their behaviour to suit others which demonstrate that I speak exactly what I feel not bothering
others’ thoughts. Conscientiousness (C) is the personality trait of being honest and
hardworking in which I have scored 4 which discloses I am quite clean and do not want to
cheat others. Neuroticism (N) is the personality trait of being emotional. Through this score I
understand that I am not a very emotional person to make decisions emotionally and I need to
be emotionally stable. Openness to Experience (O) is the personality trait of seeking new
experience and intellectual pursuits (refer to appendix 1).
In the Sorensen Self-esteem test I have scored 11. According to this test I have
moderately low self-esteem (refer to appendix 2).
In Johari Window Questionnaire I scored 13 in top axis and 16 in left axis which
leave me quite open in myself disclose test (refer to appendix 3).
In DeJanasz Empowerment test I have scored 79 which reveals that I am not so
intended to plan for improving my empowerment as well as delegating skill.
DeJanasz Conflict test I scored 61 which disclose the fact that I want to explore ways
for improving my skills in the area of conflict management.
DeJanasz Negotiation test I have scored 80 which means I need to increase my
negotiating skills so that I can reduce my score and become more negotiate.
In Daft Leader Team test I did not score good as I did not have a good goal setting
skill trough I worked good in the performance management. My preparation in the meetings
were not so good and also had a communication problem. In the social support questions, I
failed to score much as I failed to appreciate the team members for doing the job well (refer
to appendix 4).

13MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
In Daft Conflict test my score was not so satisfactory as due to my low confidence, I
try to win my position and dominate others to listen to me (refer to appendix 5). I avoid
others who do not agree with me, my compromise and collaboration tendency are low but
accommodating tendency was quite good.
In the Authentic Leadership Survey I have scored moderate (refer to appendix 6). In
self awareness I show moderate view, I have quite high moral perspective, I do not much
depend on the opinions of others and I am quite transparent.
In the Thomas-Kilmann Conflict Style test I scored (refer to appendix 7). In the
competitive index I have scored average. I am highly collaborating but not so compromising.
Despite the fact I am highly avoiding of people and incidents that irritates me I am
moderately accommodating.
Action plan:
Management
development
goal
Strategies to create changes Timeline Resources
needed
Newly
developed
skills

14MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Enhancing
communication
skills
 Listening to others
about their knowledge
 Judging expectation of
communicator
 accepting expectation
 being brief and to the
point
 sharing messages in
limited words
 thinking before
speaking
 participation in group
discussions and debate
competitions
 maintaining a positive
attitude
2
months
external
learning
processes,
job trainings,
reading
business
magazines,
and guidance
from the
mentors
Learning to
expose much
better in front
of large
audience
Building
leadership
skills and team
building
 guidance of effective
mentor
 taking part in courses
to know the real life
example
 Practical practice
Six
months
job trainings,
help from
mentors
Learning
methods to
lead
employees,
encourage
and delegate
my
employees
Growing
assessment
skills
 Enrolling in the
personal assessment
and development
courses
 Joining, reviewing
and following the
assessment online
sources
1 year External
learning
classes,
journals,
workshops,
Visiting
mentors
Developing
relationship
with more
people in
same field
and
developing
networking

15MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
 Personal guidance
from mentors
 Consulting with
subordinates and
colleagues for
improving my
assessment process.
techniques
Reference list
Atak, M. (2016). A Research on the Effect of Emotional Intelligence Level on Conflict
Management Skill. The International Journal of Research in Teacher Education, 7(3),
28-43.
Attia, S., & Farrag, M. (2017). The Effect of Egyptian Consumer Values & Lifestyles on
Green Purchase Behavior. Journal of Marketing Development and
Competitiveness, 11(4), 49-65.
Austin, E. J., & Saklofske, D. H. (2014). Introduction to the special issue on emotional
intelligence. [Editorial]. Personality and Individual Differences, 65, 1-2. doi:
Baker, M. J., Détienne, F., & Barcellini, F. (2017). Argumentation and Conflict Management
in Online Epistemic Communities: A Narrative Approach to Wikipedia Debates.
In Interpersonal Argumentation in Educational and Professional Contexts (pp. 141-
157). Springer, Cham.
Boyatzis, R. E., Gaskin, J., & Wei, H. (2015). Emotional and social intelligence and
behavior. In Handbook of intelligence(pp. 243-262). Springer New York.

16MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Boyatzis, R., Rochford, K., & Cavanagh, K. V. (2017). Emotional intelligence competencies
in engineer’s effectiveness and engagement. Career Development
International, 22(1), 70-86.
Bryson, J. (2017). Effective library and information centre management. Routledge.
Carmody-Bubb, M. A., Duncan, P. A., & Ree, M. J. (2015). Emotional intelligence and
personality predict conflict management style: examining relationships and factor
structures. Journal of Behavioral Studies in Business Volume.
Caruso, D. R., Salovey, P., Brackett, M., & Mayer, J. D. (2015). The ability model of
emotional intelligence. Positive psychology in practice: Promoting human flourishing
in work, health, education, and everyday life, 545-558.
Chan, J. C., Sit, E. N., & Lau, W. M. (2014). Conflict management styles, emotional
intelligence and implicit theories of personality of nursing students: A cross-sectional
study. Nurse education today, 34(6), 934-939.
Cochran, N., Charlton, P., Reed, V., Thurber, P., & Fisher, E. (2018). Beyond fight or flight:
The need for conflict management training in medical education. Conflict Resolution
Quarterly.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances
in leader and leadership development: A review of 25 years of research and
theory. The Leadership Quarterly, 25(1), 63-82.
De Clercq, D., & Belausteguigoitia, I. (2015). Intergenerational strategy involvement and
family firms’ innovation pursuits: The critical roles of conflict management and social
capital. Journal of Family Business Strategy, 6(3), 178-189.

17MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
De Clercq, D., Thongpapanl, N., & Dimov, D. (2014). Contextual ambidexterity in SMEs:
the roles of internal and external rivalry. Small Business Economics, 42(1), 191-205.
Dyer, B., & Song, X. M. (2015). The relationship between strategy and conflict management:
A Japanese perspective. In Proceedings of the 1995 Academy of Marketing Science
(AMS) Annual Conference (pp. 126-132). Springer, Cham.
Goleman, D., & Boyatzis, R. (2017). Emotional intelligence has 12 elements. Which do you
need to work on. Harv Bus Rev.
Grunes, P., Gudmundsson, A., & Irmer, B. (2014). To what extent is the Mayer and Salovey
(1997) model of emotional intelligence a useful predictor of leadership style and
perceived leadership outcomes in Australian educational institutions?. Educational
Management Administration & Leadership, 42(1), 112-135.
Heckemann, B., Schols, J. M., & Halfens, R. J. (2015). A reflective framework to foster
emotionally intelligent leadership in nursing. Journal of nursing management, 23(6),
744-753.
Henry-Lee, A., Branche, C., & Bailey, W. (2017). Gender Relations and Conflict
Management in Inner-city Communities in Jamaica: The Importance of Community
Participation. In Participatory Planning in the Caribbean: Lessons from Practice (pp.
138-154). Routledge.
Howard, A. R., Healy, S. L., & Boyatzis, R. E. (2017). Using Leadership Competencies as a
Framework for Career Readiness. New directions for student leadership, 2017(156),
59-71.
Leon-Perez, J. M., Notelaers, G., & Leon-Rubio, J. M. (2016). Assessing the effectiveness of
conflict management training in a health sector organization: evidence from

18MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
subjective and objective indicators. European Journal of Work and Organizational
Psychology, 25(1), 1-12.
McKibben, L. (2017). Conflict management: importance and implications. British Journal of
Nursing, 26(2), 100-103.
Nichols, L., Chang, T., McKee, K., & Dejonckheere, M. J. (2018). Beliefs and Myths about
Exercise During Pregnancy among Pregnant Youth: A Qualitative Study. Journal of
Adolescent Health, 62(2), S58-S59.
Nikpay, I., & Mofrad, M. M. (2016). Investigating the Effect of Principal’s Ethical
Leadership on Organizational Virtuousne of Teacher with Mediating Role of
Corporate Identity, Organizational Trust and Organizational Commitment (Case
Study of Primary Schools in the City of Khorramabad). International Business
Management, 10(25), 5885-5895.
Phillips, J. M., Stalter, A. M., Dolansky, M. A., & Lopez, G. M. (2016). Fostering future
leadership in quality and safety in health care through systems thinking. Journal of
Professional Nursing, 32(1), 15-24.
Ramírez, J. M., & Abad-Quintanal, G. (2018). Cross-Cultural Dialogue as a Conflict
Management Strategy.
Rathore, S., & Pandey, R. (2018). Reviewing Emotional Intelligence With Leadership
Theory: A Study of the Role of Emotional Intelligence on Transformational
Leadership. In Management Strategies and Technology Fluidity in the Asian Business
Sector (pp. 1-13). IGI Global.
Rupesinghe, K. (Ed.). (2016). Internal conflict and governance. Springer.

19MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Solomon, I. G., Costea, C., & Nita, A. M. (2016). Leadership versus management in public
organizations. Economics, Management and Financial Markets, 11(1), 143.
Tang, T. P., Fu, X., & Xie, Q. (2017). Influence of functional conflicts on marketing
capability in channel relationships. Journal of Business Research, 78, 252-260.
Vasilagos, T., Polychroniou, P., & Maroudas, L. (2017). Relationship Between Supervisor’s
Emotional Intelligence and Transformational Leadership in Hotel Organizations.
In Strategic Innovative Marketing (pp. 91-95). Springer, Cham.
Appendices:
Appendix 1.
E = 30 + (1) _2__ - (6) _4__ + (11) _2__ - (16) __2_ + (21) _3__ - (26) _3__ + (31)
_2__ - (36) _1__ + (41) _1__ - (46) _5__ = __25__ /10 = __2.5__
A = 24 - (2) _4__ + (7) _5__ - (12) _3__ + (17) _4__ - (22) _4__ + (27) _4__ - (32)
_2__ + (37) _4__ + (42) _3__ + (47) _3__ = _34___ /10 = _3.4___
C = 24 + (3) _4__ - (8) _2__ + (13) _5__ - (18) _1__ + (23) _2__ - (28) _1__ + (33)
_5__ - (38) _3__ + (43) _5__ + (48) _2__ = _40___ /10 = __4__
N = 12 + (4) _2__ - (9) _3__ + (14) _2__ - (19) _1__ + (24) _3__ + (29) _2__ + (34)
_3__ + (39) __4_ + (44) _2__ + (49) _2__ = _28___ /10 = _2.8___
O = 18 + (5) _3__ - (10) _2__ + (15) _3__ - (20) _2__ + (25) __4_ - (30) _2__ + (35)
_5__ + (40) _3__ + (45) _3__ + (50) _3__ = __36__ /10 = _3.6___

20MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Appendix 2.
Appendix 3.
Solicits Feedback Willingness to Self-Disclose/ Gives Feedback
2B_____0______ 1A_____2______
3A_____2______ 4B_____1______
5A______2_____ 6B____3_______
7A___0________ 9B____2_______
8B____3_______ 11B____1_______
10B________2___ 13A____2_______
12B_____2______ 15A______2_____
14B___1________ 17B_____0______
16A_____0______ 18B___1________
20A______1_____ 19B_____2______
Total____13_______ (Map onto top axis) Total____16_______ (Map onto left axis)

21MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Appendix 4.
Appendix 5.
Appendix 6.

22MANAGING PEOPLE, ORGANISATIONS AND CONTEXT
Appendix 7.