Cultural intelligence and conflict management styles

Purpose –Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements, but it is also crucial to interorganizational relations (e.g., Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (e.g., De Dreu, 1997) conflict management styles can be analysed as a function of personality variables. In this respect cultural intelligence and self-monitoring appear to be relevant variables, as they are characterised by the demonstration of flexibility and interest in elements that are present in conflict management styles. In this study the intention was to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively. Design/methodology/approach – This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution. Findings – It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles while self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand it had an influence on the choice of the dominating style in conflict situations. Practical implications – To understand the predictors of conflict management style and in particular to realize the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being. Originality/value – This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict