情緒智力與談判行為：談判策略、人際吸引力與談判結果

Emotional Intelligence and Negotiation Behavior: Negotiation Strategy, Personal Attraction and Negotiation Outcomes

本文主要探討在一次性雙邊談判下，情緒智力與談判過程及談判結果之關係。文獻顯示情緒智力是一種能力，一種行為。而談判是一種影響對方，改變對方立場的能力。高情緒智力的談判者是否因改變對方的能力強，使己方能獲得較佳的談判結果？本研究以實務界人士為檢測對象，先利用情緒智力測量工具衡量參與者的情緒智力，再以實驗設計法模擬買賣交易雙邊談判後，進行事後的問卷檢測，利用LISREL 來驗證談判者的情緒智力、談判的過程與談判結果之間的關係。本研究結果打破情緒智力對談判結果影響的迷思，情緒智力雖會影響談判策略的選擇和談判者人際吸引力的展現，但是和談判結果並無直接的關係。高情緒智力的談判者較會採取合作式談判策略，並展現出較高的人際吸引力，卻未必得到較佳的談判結果。由此可見給予談判者適當的談判訓練，對談判結果的影響應會大於情緒智力對談判者的影響。

This study examines the impact of negotiator’s emotional intelligence (EI) on the processes and outcomes of one-time, dyadic negotiation. Departure from the previous researches, EI is an ability, a behavior rather than a skill. And negotiation is based upon the ability to influence the other party to accommodate to the proposed direction. This study focuses on the following fields: First, how does EI influence the processes and outcomes of the negotiation? Second, what is the relationship between negotiator’s EI and the processes and outcomes of the negotiations? Does a high EI negotiator achieve better outcomes than the low EI negotiator? Third, introducing and applying the EI measurement -- Chinese Emotional Intelligence Inventory (CEII). A total of 200 Taiwanese middle-senior managers were administrated the Chinese Emotional Intelligence Inventory (CEII) under three stages experimental design including pretest, dyadic face to face negotiation on three commodities, and posttest. After conducting LISREL model analysis, this study finds that there is no significant difference between negotiator’s EI and the outcomes of the negotiation although EI has impact on the choice of negotiating strategies and interpersonal attraction. The results also show that there is a significant interaction between the emotional level of the negotiator’s opponent and the negotiator’s strategy. That is, when the negotiator’s opponent has a higher emotional level and the negotiator uses a competitive strategy, the higher the personal profits that the negotiator will receive. This may suggest that a more emotional negotiator is vulnerable to be taken advantage of by his/her opponent. The results also show that there is a significant difference between negotiator’s EI and the processes of the negotiation. High EI negotiator has more integrative strategy, but which also leaves one vulnerable to exploitation to a lower EI negotiator. This research also finds that the more the negotiator’s interpersonal attractiveness, the more significant negative impact on the profits he/she receives and the more the negotiator’s interpersonal attractiveness, the more significant positive impact on the profits his/her opponent receives and the more significant impact on the joint profits both negotiators receive. The managerial Implications from this research are how well a manager is aware of his/her own and an opponent’s emotion and use information guiding his/her thinking and behavior determines how successful a manager in negotiation will be. To become a more effective negotiator, one must learn how to build connection with other people, trust, collaboration, and attraction through an appropriate negotiation training and education. The limitations of this research lie on first, the limit of one time, dyadic negotiation experimental design. In the real world situations, negotiations might be carried out by team rather than by an individual; second, the implication of CEII is still under initial experimental phases, more researches are needed to continuously modify it, such as from different cross-cultural perspectives.