EMOTIONAL INTELLIGENCE AS A TOOL FOR EFFECTIVE CONFLICT MANAGEMENT IN SOCIALLY ORIENTED ORGANIZATIONS

Purpose – The purpose of this study is to investigate the role of emotional intelligence in conflict management strategies within the organizational setting of the Voluntary Society for the Protection of Children with Disabilities. The research aims to assess the level of EI among employees and volunteers, evaluate their conflict resolution strategies, identify barriers to effective conflict management, and develop practical recommendations for integrating EI into organizational practices to reduce conflict escalation and enhance team cohesion in an emotionally intensive environment involving work with children with disabilities.

Design/methodology/approach – The study employs a literature review to substantiate the significance of EI in transforming workplace conflicts and to justify the relevance of the chosen topic. The review covers recent studies (2020–2025) highlighting EI’s role in shaping organizational culture, reducing tension, and boosting staff motivation. The primary data collection method was a survey conducted from September 2024 to May 2025 among 51 respondents (17 permanent staff and 34 part-time volunteers) from the Voluntary Society for the Protection of Children with Disabilities in Lviv Oblast. The survey included 11 closed-ended questions, adapted from the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) and the Conflict Management Styles Inventory, and four open-ended questions for qualitative insights. A mixed-method approach was used: quantitative analysis was performed using the χ²-test (p<0.05) to examine differences in
responses between groups, while qualitative analysis involved thematic coding to identify recurring patterns in EI perceptions and conflict management barriers. Comparative analysis evaluated emotional competencies based on respondents’ level of involvement, and data systematization highlighted key trends and obstacles, such as emotional burnout and limited volunteer experience. Limitations include the small sample size (51 respondents) and the subjectivity of self-assessment, necessitating further validation through observation or additional tools.

Findings – The research confirms that EI is a critical tool for de-escalating conflicts and fostering team cohesion in organizations with high emotional demands. Survey results show that 15.7 % of respondents consistently reflect on their emotions, while 37.3 % do so frequently, though 5.9 % of volunteers never do, unlike staff. Regarding emotional control in stressful situations, 39.2 % rated their abilities as satisfactory, with only 11.8 % rating them as excellent, and 8.8 % of volunteers reported no control over emotions. Maintaining calm during conflicts was “sometimes” achieved by 35.3 %, with staff more likely to report “often” (35.3 % vs. 29.4 %). Recognizing others’ emotions was “sometimes difficult” for 33.3 %, though staff more frequently reported it as “easy” (35.3 % vs. 26.5 %). Compromise (41.2 %) and collaboration (27.5 %) were the dominant conflict resolution strategies, while only 5.9 % of volunteers (and no staff) resorted to escalating issues to management. The χ²-test yielded p-values from 0.2478 to 0.7579, indicating no statistically significant differences between groups, likely due to similar working conditions requiring a baseline level of EI. However, staff exhibited slightly higher self-awareness and empathy, less frequently selecting negative responses (“never” or “no control”), possibly reflecting their greater experience. Qualitative analysis revealed that 70 % of respondents prioritize listening to all parties and seeking compromise, emphasizing empathy’s role. Key barriers include time constraints, emotional burnout (especially among staff), and volunteers’ lack of experience.

Practical implications – The findings provide actionable insights for non-profit organizations working with vulnerable populations, offering tailored recommendations for integrating EI into daily practices. Proposed initiatives include quarterly workshops based on the Mayer-Salovey-Caruso model, focusing on emotional perception, stress management, and conflict simulation, alongside short online modules (1–2 hours) for volunteers covering basic empathy and communication skills. For staff, advanced sessions on managing burnout, incorporating mindfulness techniques, are recommended. These measures aim to reduce conflict escalation, enhance motivation, and foster an inclusive workplace, critical for organizational adaptability and psychological well-being.

Originality/value – This study offers a unique analysis of EI application in conflict management within a Ukrainian non-profit organization, focusing on the emotionally intensive context of working with children with disabilities. By analyzing responses from 51 participants, the study provides novel insights into EI’s role in enhancing resilience and collaboration in socially oriented settings. Its value lies in developing context-specific recommendations for EI training to transform conflicts into constructive outcomes, contributing to a healthier and more productive workplace.