Investigating the Conflict Management Styles of Leadership in Secondary Schools through Structural Theory of Conflict

Abstract

Conflict exists in all kinds of work settings no matter how much you attempt to avoid it, if you work with people the chances are you will have to deal with conflict at some point. Conflict management has received much attention in the organizational literature in the recent past; because of a shift in attitudes toward conflict in organizations. This study focused on the conflict management styles of the principals of public and private sector schools. The study employed a survey; the population consisted of all the ‘secondary school principals of Bangi Selangor Malaysia. To test the instrument and determine sample size through formula, a pilot study was conducted, and the sample size was 154. For six research and four demographic variables, a 5-point Likert scale was used to record the responses. The study concluded that leadership should not suppress or resolve the conflict, but shall manage it in consultation with the supervisor and other employees. Since the principal’s conflict management styles affect the member’s behavior and eventually the organization’s performance. Therefore, different types of conflict management styles should be applied based on the appropriate situation, and that requires the ability of a manager to adapt their behavior according to the different situations to meet the needs. At the same time, trust is also an essential component that plays a role as the foundation of relationships, which is especially important when it comes to teamwork.