Abstract: Title¡GThe Study of Team diversity, conflict and Team performance School¡GNational Sun Yat-Sen University Department ¡G Institute of Human Resource Management Academic year¡G2007 Author¡GJui-Shan Hu Adviser¡GDr. Bih- Shiaw Jaw Due to globalization competition of companies, the team diversity trend of managing team aggravates day by day, and team conflict-generating probability increase greatly. The previous literature related to multi-tonic team concentrates on team specialty and characteristic mainly, rarely focuses on the emotion and discusses it. If any research covers the emotional issues, the scope limits in individual emotion quotient as the major thread. Every person has different emotion, relatively, every team has different emotion also, some discovery indicates the team with higher emotion quotient has better ability to conduct and negotiate opinion difference of members, hence, producing better team performance. (Druskat & Wolff, 2001; transferred from Jordan et al., 2004) Group emotional intelligence establishment enables to encourage open and accept non-identical opinions and argumentation, enables to strengthen the positive effect the crash stimulates and weaken the negative impact the crash also gives (Jehn, 1995), hence, how can team pass through emotion quotient establishment in such culture, to reduce the negative impact the crash brings, so benefit the whole team performance. It is like , each member has his own characteristic, needing to pass collection and consensus reaching to gain the victory, this article is based on such background, envisage in the angle of team performance to understand how the team diversity influences team inharmonic and investigate the interference eclipsing team performance by correlation between group emotional intelligence and team conflict. This article uses questionnaire survey, by 244 effective samples from team¡¦s response, and by iterative analytic skill to process dates analyze, the result shows: 1. The task crash inside the team can boost team performance. 2. The relationship crash inside the team may eclipse team performance. 3. The group emotional intelligence adjustment dominates the relationship between crash and team performance, it approves establishing group emotional intelligence inside the team makes team members produce reliability, it can help reduce the negative impact the crash brings on the performance, for example: the inharmonic and negative temp on people relationship.

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This research focused on engineers in the high technology industry as a distinct population that remains understudied in research on workplace emotional intelligence (EI). A mixed-method field study was used to examine the relationship between emotional intelligence and team effectiveness in engineering teams in a global high-tech organization. The study population was 27 self-directed, global software development engineering teams whose work was structured using Agile / Scrum methodology. Team member EI was measured through use of the short form Trait Emotional Intelligence Questionnaire. Group emotional intelligence was measured through use of the Team EI Survey, which assesses team norms that support group-level emotional intelligence. Team effectiveness was measured via surveys completed by both team members and their managers. Findings revealed the study population of engineers had significantly higher mean levels of individual trait EI and their teams had significantly higher group-level EI scores than the overall populations in the survey databases for both instruments. Individual trait EI and group-level EI were found to be significantly positively correlated with one another at the overall mean level and among many of their dimensions. Team member ratings of team effectiveness were shown to have a significant positive correlation with group-level EI, while manager ratings of team effectiveness showed an inverse, negative (although not significant) relationship. Qualitative responses from both managers and team members stated a strong valuing of emotionally-intelligent behaviors and norms as enablers of successful team performance. Consistent with the data, comments also suggested a strong connection between the practices of the Agile / Scrum methodology and the development and reinforcement of individual trait EI and group-level EI norms. Implications for practice include establishing a common definition of team effectiveness across managers and team members. Findings also support the development and use of group-level emotional intelligence norms for engineering teams. Further research is recommended to explore the relationship between use of the Agile/Scrum methodology and individual and group emotional intelligence. This study contributes to the literature on emotional intelligence and team effectiveness, particularly for self-directed engineering teams using the Agile / Scrum methodology.