<![CDATA[High-pressure banking environments demand strong emotional regulation alongside technical capabilities, especially in small sub-branch offices characterized by high interaction intensity. This study aims to explore the role of emotional intelligence in building team collaboration and managing interpersonal conflict among employees at BCA KCP Kranggan. A qualitative descriptive method was employed, involving eight informants selected through purposive sampling across various operational functions, including tellers, customer service officers, section heads, and the branch manager. Data were gathered through direct observation, semi-structured in-depth interviews, and documentation, then analyzed using qualitative data reduction, display, and thematic interpretation with source and method triangulation. The findings demonstrate that emotional intelligence serves as a critical foundation for team dynamics across five key dimensions: self-awareness, self-regulation, motivation, empathy, and social skills. KCP employees cope with target pressures through effective self-regulation and positive thinking. Furthermore, team collaboration is fostered through mutual task support and empathy, while workplace conflicts are constructively managed via open interpersonal communication, active listening, and ego restraint. The practical implications highlight the necessity for banking management to integrate emotional intelligence, stress management, and interpersonal communication training into human resource development programs to sustain workplace harmony, minimize conflict, and enhance operational service performance in high-pressure banking environments.]]>
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