Role of emotional intelligence to handle conflicts and team building: An analytical study

An effective work teams have been described as communicative, cohesive, innovative and grounded with individual member support. Effective management of organizations and human resources is facing enormous challenges. Emotional intelligence is defined as a person's self-awareness, self-confidence, self-control, commitment and integrity, and a person's ability to communicate, influence, initiate change and accept change (Goleman, 1998). Studies have shown that emotional intelligence impacts a leader's ability to be effective (Goleman, 1998). Three of the most important aspects of emotional intelligence for a leader's ability to make effective decisions are self-awareness, communication and influence, and commitment and integrity. Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998). In addition to the changes in leader roles, employees have been placed in positions of self-management, and are held directly accountable for their performance. Many are required to work in teams in order to accomplish complex organizational objectives. This paper is an examination of how emotional intelligence affects a leader's ability to make effective decisions in context to conflict and team building.