Relationship between Leadership Styles and Conflict Escalation in High-Stress Environments in South Africa

Abstract

Purpose: The aim of the study was to analyze relationship between leadership styles and conflict escalation in high-stress environments in South Africa. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: In high-stress environments in South Africa, research has highlighted that leadership styles significantly influence conflict escalation. Transformational leaders, who emphasize support and vision, are found to mitigate conflict by fostering a positive and collaborative work atmosphere. Conversely, transactional leaders, who focus on compliance and rewards, may inadvertently contribute to conflict escalation due to their more rigid and performance-oriented approach. Studies also reveal that laissez-faire leadership can exacerbate conflicts due to a lack of direction and support. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, transactional leadership theory & situational leadership theory may be used to anchor future studies on the relationship between leadership styles and conflict escalation in high-stress environments in South Africa. Organizations should implement a balanced approach to leadership that aligns with their specific stress contexts and conflict types. Policymakers should consider developing guidelines and frameworks that promote effective leadership practices in high-stress environments. Policies should encourage the adoption of flexible leadership styles and the integration of participative elements to foster a collaborative and supportive work culture.