Application of Emotional Intelligence in Workplace Conflict Management Among Supervisors in the Nigerian Manufacturing Sector

This study investigates the application of emotional intelligence (EI) by supervisors in managing workplace conflicts in selected manufacturing companies in Kano State, North West Nigeria. Supervisors in manufacturing environments routinely manage diverse workforces under production pressure, making EI competencies critical tools for de-escalating interpersonal tensions and maintaining operational continuity. A professional development research design was employed, with data obtained from 90 supervisors and 120 frontline workers through the Wong-Law Emotional Intelligence Scale and structured conflict incident questionnaires. Goleman's Emotional Intelligence Model and Thomas-Kilmann's Conflict Mode Instrument provide the theoretical grounding. Findings reveal that supervisors scoring higher on EI dimensions, particularly empathy, self-regulation, and social skills, are significantly more effective in resolving interpersonal conflicts through collaborative and integrative strategies, resulting in lower escalation rates and fewer formal grievance filings. The study further reveals that EI training undertaken within the previous 24 months has a measurable positive impact on supervisor conflict handling effectiveness, suggesting that EI is a developable skill rather than a fixed trait. Supervisors in unionized departments who apply EI consistently report better union-management relationships than their low-EI counterparts. Recommendations include mandatory EI assessment and development modules in supervisor promotion criteria, annual EI refresher programs, and peer coaching networks among supervisors. This study provides practical HR and management development insights for manufacturing companies, training consultants, and industrial relations practitioners in Nigeria. Keywords: emotional intelligence, conflict management, supervisors, manufacturing sector, Kano State