Developing healthy relationships requires building in specific skills and refining them. Emotional intelligence plays a key in role in relationship development. Healthy relationships revolve around trust, empathy, and understanding of each other’s values. Emotional intelligence entails the ability to monitor own and other people’s feelings and emotions, to discriminate among them and to utilize the understanding to guide thinking and actions. Each person has some level of emotional intelligence that is a bit intangible. Emotional intelligence determines how people navigate social complexities, manage behavior and make personal and professional decisions that determine the type of relationship between people.
Emotional intelligent people have the ability to recognize their own emotions and their impacts, to identify how they react to cues in the environment (George, 2000). The self-awareness competency means that an individual is aware of their feelings, Know why certain feelings occur in themselves; understand the connection between feelings, thought and actions. They also recognize how their feelings impact their other factors. Social awareness component of emotional intelligent determines the ability to handle relationships and awareness of others’ feelings, concerns, and needs (Shaffer& Shaffer, 2005). Essentially, it concerns the ability to recognize and appropriately react to the feelings and emotions of others. Thus, through self-awareness as well as the ability to understand others’ emotions, an emotionally intelligent person can to manage interactions successfully. Understanding personality type is important in understanding preferences and how people are different. Personality types are critical in determining how individuals behave. Individual personality influences behavior including how they develop relationships.
The extent to which I believe that personality profiles can help to reduce workplace conflicts.
Understanding personality type is critical in reducing workplace conflicts. A workplace has a range of personalities. Understanding the personality type can be useful as it helps understand how people interact. These personality types forms a type of the equation that influences the type of conflict-prevention strategy that can be used in the organization.
Describe personality types of coworkers that cause personality conflicts for you based on your own personality assessment.
My personality type can be described at Extraverted, Intuitive, Feeling and Judging. This means that I have an outgoing personality and like spending time with others. I like to think about the future instead of the present. Additionally, I place a stronger emphasis on personal and subjective consideration in the place of objective criteria in decision making. I also work best in an organized, structured, controlled and the carefully planned environment. There are personality types of coworkers that cause personality conflicts. These are particularly in the Introverted Sensing Thinking and Perceiving category. This group of individuals tends to generally keep its opinions to itself. Decision making is mainly through logic. The information gathered from extensive time spent surveying their environment makes this group of unbiased rationale. However, the confidence can be translated to aggressiveness if their thoughts and opinions are challenged.
Personality conflict and addressing it
When what one individual’s wants does not match what the next individual wants, a conflict may arise in the workplace. There are various conflicts that I have experienced. Being a group leader for a particular project, some of the group members felt that I pushed them so much to achieve the group objectives (Rousseau, 2004). Group members felt that I set goals that were too ambitious, hence setting them up for failure. While this concern was raised, I changed how I handled members. However, other group members complained as they perceived that they lacked guidance from the group leader. To handle the personality mismatch, I made efforts to garner an understanding of each group member.
References
Shaffer, R. D., & Shaffer, M. A. (2005). Emotional intelligence abilities, personality and workplace performance. In Academy of Management Proceedings (Vol. 2005, No. 1, pp. M1-M6). Academy of Management.
George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human relations, 53(8), 1027-1055.
Rousseau, D. M. (2004). Psychological contracts in the workplace: Understanding the ties that motivate. The Academy of Management Executive, 18(1), 120-127.
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