Leadership Conflict Research Articles

Crise : Quelques réflexions systémiques sur l'anthropocene

Prior to globalization, crises were due to local or regional environmental abuses, leadership conflicts, local or regional climatic disasters, major epidemics or pandemics. The humanity of the beginning of the 21st century is facing for the first time a situation of global change on a planetary scale. The origin of this change is endogenous to the human species. Scientific and technological evolution has endowed humanity with powerful means of action that have transformed it into an important actor in the planetary ecology. This transformation is a consequence of fundamental factors that have reinforced each other. The use of fossil fuels returns to the environment gigantic amounts of solar energy fossilized in vegetable form during the billions of years of the primary, secondary and tertiary geological ages. The inevitable consequence is and will be more and more, global climate warming. This profound change could it surely causes serious adjustment disorders in all human societies. It is in this sense that the word "crisis" acquires its full and sinister meaning. A financial crisis is nothing more than the repetition of a psychosociological episode also recurrent in the evolution of the economy. A remarkable consequence is that man (biological, psychosocial) has become a "piece" of a huge machine, on a planetary scale, and his activities are increasingly conditioned by this machine created by himself. The concept of competitive advantage generally dominates economic thinking. This way of thinking reflects the historical situation of humanity. Until today, the human species could progress without limits towards greater use of its planetary environment. The waste did not have a negative ecological significance. The most sensible and appropriate objective, certainly, is not to lead all of humanity to share the waste that, by hyper-consumption, characterizes, for the moment, the societies considered as developed. A rational objective would be to guarantee to all humanity a level of life as satisfactory as possible, based on truly renewable planetary resources, assuming the need to keep the planet habitable.

The Role of Transformational Leaders in Handling Organizational Conflict

This paper aims to describe (1) understanding of transformational leadership (2) conflicts that affect organizational development (3) the role of transformational leaders in resolving conflicts. The discussion of the problems in this paper is carried out using a qualitative approach with a deductive method that is discussing the problem that will be studied by writing discussion topics that are described in general and then drawing a conclusion specifically. The results of the discussion explained that; (1) Transformational leadership is a leadership style that transforms members' values ​​personally so that they can be used as supporters or supporters of the vision and goals to be achieved by the organization being carried out. Leaders with this leadership style have the ability to make subordinates or followers to be able to see the organizational goals to be achieved clearly so as to get rid of their personal interests under the interests of the organization. (2) Conflict is a serious problem that can harm an organization. Conflicts can be both beneficial and detrimental, adverse conflicts can hinder the pace of organizational development which in turn will lead to kemuduruan in the organization. (3) The role of a leader in resolving conflicts can be accomplished in various ways including if a conflict occurs because it arises from within itself that can be unsettling for people who are related to him namely: giving a number of suggestions that make self-confidence arise, providing opportunities for subordinates to reflect and introspect. If conflicts occur between individuals, the strategy that can be used is to solve problems through cooperation, unite goals and avoid conflicts so as not to damage developments in the organization.

Konflik Kepemimpinan Jamaah Tabligh Di Kota Padang, Sumatera Barat

n da’wah, the Jama'at Tabligh offers a more friendly and polite format of Islam, because in their da'wah they have the principle of ikram al-muslim or glorifying fellow Muslims. In addition they are also known as organizations that avoid the problem of khilafiyah. However, the stigma is violated because they internal conflicts. This study aims to examine the internal conflicts of Tablighi Jamaat. This study focuses on looking the background and the dynamic of conflict that occur in the internal of Jamaah Tabligh. This study uses qualitative methods and conflict triangle theory developed by Johan Galtung. The findings of study indicate the conflict is caused by the problem of leadership or determination of amir. This leadership conflict made the Tabligh Jamaah split into two groups namely the Syuro Alami group and Nizamuddin. The Natural Syuro group made the Muhammadan Mosque in Pondok, Padang as headquarters, while the Nizamuddin group made the Madinatul Munawarah Mosque in the city of Padang as headquarters. At present what happens between the two groups is throwing accusations at each other and berating each other.The conflict caused mutual accusations and verbal abuse between the two groups.

Problem of Social Leadership and Social Conflict in USSR in Works of Scientists of Russian Emigre of 1950s and 1970s

The issue of understanding by scientists and public figures of the Russian Emigre of social relations in the USSR of the 1950-1970s is considered in the article. The novelty of the work lies in the choice of sources of research - articles and books of figures of Russian Emigre. The author emphasizes that the main part of the ideas of the considered authors is not sufficiently represented in the scientific community. It is noted that the founders of the research of Soviet society were scientists from the Munich Institute for the Study of History and Culture of the USSR, which in 1957 held a major international conference “Modern Soviet Society”. It is concluded that the conference reports on the multiplicity of Soviet society, the presence of serious legal and economic differentiation, the emergence of new progressive classes (engineering and technical intelligentsia) laid the foundation for promoting research on Russian society. According to the author, in the late 1960s, this direction was actively cultivated by Soviet dissidents who emigrated to the West, and close associates who remained in the USSR (A. A. Amalrik, K. Bourzhuademov, S. S. Malevsky-Malevich, V. Belotserkovsky). A review of the historiography of the Russian Emigre allows us to create a platform for reflection on the social forces of Soviet society, the driving motives of their activity and the struggle for a place in the class hierarchy.

Leader is the person who deals with conflict. Global answers in conflict management.

Worldwide, leader is the person in an organization who directs, manages and controls at least one person. The purpose of this study is to internationally examine the relationship between leadership decision-making and resolution of conflict. Author is aiming to provide a comprehensive global literature review of leadership decision-making and conflict management. Alternative dispute resolution methods are to support persons and expressly leaders with several levels of conflict solving. Author interviewed leaders through a questionnaire survey how they decide in case of conflict: do they prefer court procedure or the possibilities of alternative dispute resolution? From 124 answers the paper‘s main finding is that leaders prefer alternative dispute resolution if they can choose. Methodology is different regarding the types of leaders from different dimensions, as transformational, transactional, and laissez-faire leader dimensions. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles [1]. The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations, in which we can describe a person’s behavior along two basic dimensions: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.

Determinants to Gain More Effective Meetings in the Context of Vietnamese Organizations

Meetings are the primary communicative practice in every organization in order to fulfill the vital consensus, make changes and exchange ideas. Much time and effort are devoted to meetings aiming at information sharing, decision making, and problem solving. Therefore, finding out how voice and leadership power affect meeting effectiveness becomes essential, especially in Vietnamese organizations. First, the paper reviews factors affecting meeting effectiveness including leadership, agenda, substantive conflicts and internal communication. Next, a structured questionnaire was completed by a sample of 157 participants who are working at 31 Vietnamese organizations from a variety of sectors such as tax, banking, health service, airlines, education and business. Finally, the results reveal two antecedents affecting meeting effectiveness: Leadership and Substantive conflict. Leaders play the vital role in formulating an organization vision, making effective plans for vision implementation in reality as well as creating a healthy environment and organizational culture to grow ethical behaviors inside the organization. Their subordinates surely become more committed to the organization when they are working with inspirational leaders who willingly instruct them in uncertainty and encourage their abilities and talents. In addition, it is obvious that during the process of interaction, conflicts may exist and therefore how to resolve conflicts needs to be concerned. At any circumstances, most authors from previous studies believe that when conflicts occur in the meeting, if they are resolved in a constructive way, they will surely bring more benefits for the organizations.

Walking and talking sensors: conceptualising restorative leadership to enhance people management education in engineering

ABSTRACTThe social dynamics interfering with engineering design expose engineers to workplace conflicts, undermining well-being and productivity. This strengthens the case for engineering management competences, and conflict management in particular. This conceptual study deepens understanding of industrial leadership by integrating prior knowledge of successful leadership and effective conflict management. Their parallel analysis shows that conflict management capacity is inherent in successful industrial leadership and that at their crossroads emerges a novel management mode, restorative leadership. It draws on two levels of personal capacity: (1) on the intrapersonal level, qualities promoting self-leadership help minimise the risk of relationship conflict and maximise the probability of constructive dispute resolution; (2) on the interpersonal level, clarity of communication and directness help prevent the risk of disputes and serve as instruments in conflict resolution. The findings are promising for higher engineering educators as the critical components of restorative leadership are learnable and teachable.

The Rise and Fall of the Southern Tenant Farmers Union in Arkansas

James D. Ross Jr. provides an important addition to literature on the Southern Tenant Farmers Union (Stfu) during the union's heyday from 1934 to 1937. The Great Depression devastated sharecroppers and tenant farmers in the union's base in Arkansas, while the New Deal's Agricultural Adjustment Administration (Aaa) subsidized landowners to plow under crops to raise the price on the market. Without passing along part of the subsidies to agricultural workers, as the Aaa legislation dictated, plantation owners used the money to replace workers on the land with machines and low-paid day laborers. After the union won increases in day-labor incomes by organizing a strike during the 1936 harvest season, local sheriffs and vigilantes shot, killed, beat, and terrorized people, crushing the union. Ross puts a new spin on these events by delving deeply into letters from union members, showing that they had a clear moral vision, based in evangelical Christianity, that all people had a right to a decent existence and that they should all help each other attain it. Their letters are heartrending, pleading for relief from homelessness, cold, and starvation, yet union leaders had no assets to help them. Ross critiques historians and the Stfu founder Harry L. Mitchell for overemphasizing the union's success in overcoming racial divisions and for focusing too much on the leaders and their socialist ideology. He points to a union survey showing that the majority of members favored a return to sharecropping, in contrast to Stfu leaders who demanded government intervention to create cooperative farming enterprises. Ross also emphasizes racial conflicts, segregation of locals, and black dissatisfaction with white leadership, and concludes that many members left because they felt socialist leaders had become out of touch with their interests and beliefs. (Interestingly, he does not see communist-socialist leadership conflicts as a major cause of union decline.) Most historians of the Stfu would agree with his overview but probably question his thesis that the idea of cooperative farming was a major cause of union decline. I suspect that rank-and-file unionists would have supported anything that worked, but by 1937 it was impossible to go back to sharecropping, and repression had effectively destroyed the union.

Alternative Dispute Resolution: A Tool for Managing Leadership Conflict in a Church

Dispute within a church is unavoidable since members come from diverse backgrounds which make their opinions and ways of viewing issues different and sometimes conflicting. Management of leadership conflict in a church has not been given much attention despite the fact that leadership conflict is often rampant in a church. Such conflict likely undermines the essence of the church and its leadership, which supposed to be an epitome for other forms of leadership in society. Though scholars have postulated several ways of managing church based conflicts, little or no attention has been given to the use of alternative dispute resolution to address leadership conflict in a church. Hence, the current paper examines how alternative dispute resolution may be use to resolve church based leadership conflict.

과업갈등과 팀 창의성의 관계: 변혁적 리더십과 관계갈등의 조절효과를 중심으로*

과업갈등과 팀 창의성의 관계: 변혁적 리더십과 관계갈등의 조절효과를 중심으로*

Preventing Authorization Deviation of the Minister of Law and Human Rights to Political Parties in Indonesia through a one Roof Political Judging System

Law Number 31 of 2002 regarding Political Parties provides authority to the Minister of Law and Human Rights to register changes in the leadership of political parties was previously intended as a state administrator in the field of law and politics. The problem arises when the authority given in 2002 slowly shifted to become a government tool to obtain the support of political parties which is very dangerous for democracy and parties’ independency. Settlement of political parties’ leadership conflict is an integral part of the registration of political parties’ leadership therefore an ideal dispute settlement model is needed. This paper is the result of a research on the Court judgments in the dispute of political parties’ leadership. Ultimately this paper offers a One Roof Political Judgment Concept where one justice agency is empowered with an overall authority starting from the authority to examine the properness of the political party leadership at the central level and the Official decision regarding changes in the political party’s leadership at the central level by Bawaslu. During all this time the General Election Supervisory Agency (Bawaslu) itself has acted as quasi justice given the authority to adjudicate all issues of the general election involving political parties. Bawaslu itself consist of professionals in the field of general election which are not affiliated to the political parties and controlled by the Election Advisory Board (DKPP). Through this model Political parties, KPU and Bawaslu shall become a sub-sub system of the political justice system in Indonesia.

Workplace Barriers and Leadership Conflicts Experienced by the Women in Higher Education in Saudi Arabia

Based on the published scholarly works, this paper attempts to explore and accumulate the challenges and barriers that Saudi women leaders in higher education are experiencing in their professional lives. For this purpose, literature review method has been adopted. Relevant scholarly articles published in 2004 to 2017 have been rigorously studied and cited. Findings of this paper suggest that women leaders in higher education generally experience assorted challenges, such as 1) socio-cultural, 2) organizational, 3) economical and 4) personal. They also encounter eight workplace berries, such as 1) gender-based stereotypes, 2) work-life conflict, 3) self-imposed constraints, 4) social network limitations, 5) biased organizational policies, 6) non-gender-based discrimination, 7) inadequate qualification and 8) minimal existing representation. The findings also suggest that these challenges and barriers decrease the job-performances of the women leaders while igniting conflicts with their male counterparts. This paper can be helpful to the policy maker in formulating effective solutions for women leadership conflicts in Saudi Arabia. Besides, it may create new scopes for the researchers and academicians to conduct empirical studies in this very realm.

Leadership and organisational conflict management: a case study of the Greek public sector

Conflicts are an inherent component of any work environment and may contribute constructively to organisational life if they are approached in a constructive and cooperative way. The aim of this research survey is to explore the extent to which the transformational, transactional and laissez-faire leadership types impact conflict management, through a case study in the field of Greek Public Procurement. For the research analysis, methods of the statistical package of SPSS 17.00 were used. The transformational and transactional leadership types were found to be positively correlated with the constructive conflict management approach and negatively correlated with the non-constructive conflict management approach, while the statistical outcomes found the overall impact of transformational leadership to be comparatively stronger. In contrast, laissez-faire leadership was found to be positively correlated with the non-constructive conflict management approach and negatively correlated with the constructive conflict management approach.

Workplace bullying and relationships with health and performance among a sample of New Zealand veterinarians

AIM: To examine the relationships between workplace bullying, destructive leadership and team conflict, and physical health, strain, self-reported performance and intentions to quit among veterinarians in New Zealand, and how these relationships could be moderated by psychological capital and perceived organisational support.METHODS: Data were collected by means of an online survey, distributed to members of the New Zealand Veterinary Association. Participation was voluntary and all responses were anonymous and confidential. Scores for the variables measured were based on responses to questions or statements with responses categorised on a linear scale. A series of regression analyses were used to assess mediation or moderation by intermediate variables on the relationships between predictor variables and dependent variables.RESULTS: Completed surveys were provided by 197 veterinarians, of which 32 (16.2%) had been bullied at work, i.e. they had experienced two or more negative acts at least weekly over the previous 6 months, and nine (4.6%) had experienced cyber-bullying. Mean scores for workplace bullying were higher for female than male respondents, and for non-managers than managers (p<0.01). Scores for workplace bullying were positively associated with scores for destructive leadership and team conflict, physical health, strain, and intentions to quit (p<0.001). Workplace bullying and team conflict mediated the relationship between destructive leadership and strain, physical health and intentions to quit. Perceived organisational support moderated the effects of workplace bullying on strain and self-reported job performance (p<0.05).CONCLUSIONS: Relatively high rates of negative behaviour were reported by veterinarians in this study, with 16% of participants meeting an established criterion for having been bullied. The negative effects of destructive leadership on strain, physical health and intentions to quit were mediated by team conflict and workplace bullying. It should be noted that the findings of this study were based on a survey of self-selected participants and the findings may not represent the wider population of New Zealand veterinarians.

Reflections on the Concept of Authentic Leadership: From an Indigenous Scholar/Leader Perspective

The Problem This article draws on the author’s experiences as an American Indian administrator and faculty member in a public university. The dilemma presented here revolves around her struggle to reconcile her identity as an Indigenous person with the values, beliefs, and priorities of an academic institution solidly rooted in Western structures and traditions. The Solution The author draws on this dilemma as she reflects on the concept of authentic leadership as a practicable goal for Indigenous leaders within the academy. In doing so, she cites the need for a nuanced conception of authentic leadership that takes into account the complex identities of Indigenous peoples. The Stakeholders The dilemma presented here can be used by human resource development scholars and practitioners as a tool for examining and understanding the ways in which the concept of authentic leadership both conflicts and resonates with the personal and professional values of Indigenous scholars/leaders within academic environments.

MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF ADMINISTRATORS’ POLITICAL AND PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS

The purpose of this study was to examine the mediation role of organizational justice perception of administrators’ political and paternalistic leadership behaviors on conflict resolution behaviors. The study was conducted with 330 high school teachers working in the central district area in Elazig. Percentage, frequency, arithmetical mean, correlation analysis and hierarchal regression analysis was used in analyzing the data. According to the correlation analysis results, there are positive and significant relationships between administrators’’ paternalistic leadership behaviors and organizational justice perceptions and between political leadership behaviors and conflict resolution behaviors. It was observed that there are negative and low level significant relationships between paternalistic leadership and political leadership behaviors, paternalistic leadership behaviors and conflict resolution behaviors, political leadership behaviors and organizational justice. According to the hierarchal regression analysis results, organizational justice perception has a partly mediation role on administrators’ political and paternalistic behaviors over conflict resolution behaviors. Article visualizations:

The Roles of Elected Representatives in Political Parties: What’s the Challenges?

The elected representatives have important roles that involved parliamentary and constituency roles, social services, and to political party. They need to split their time between working in legislative, in constituency and for the party. In Malaysia, elected representatives have important roles in party to affiliate party apparatus, carry out election campaigns, and try to convince voting citizen by casting their ballot for them. The research finding indicated that the parties are due in part to competition for party positions, thus will create money politics and leadership conflicts. Finally, few elected representative hopping to oppose party.

“Que se vayan todos”. Néstor Kirchner y Jorge Sobisch desde la Patagonia. Territorio y liderazgos en pugna

“Que se vayan todos”. Néstor Kirchner y Jorge Sobisch desde la Patagonia. Territorio y liderazgos en pugna

Use of problem-based learning in the teaching and learning of horticultural production

ABSTRACTPurpose: Problem-based learning (PBL), a relatively novel teaching and learning process in horticulture, was investigated. Proper application of PBL can potentially create a learning context that enhances student learning. Design/Methodology/Approach: Students worked on two complex ill-structured problems: (1) to produce fresh baby greens for a 4-week catering event and (2) to produce seedlings for a grower. Data collected were analyzed by the concurrent method and presented as case studies. Findings: Students developed positive attitudes through active engagement. Their presentations and reports demonstrated leadership roles, critical thinking and conflict management. Practical professional, social and affective skills were developed through production of 5 kg baby greens, and 2500 vegetable seedlings. Successes and limitations were identified. Theoretical Implication: The quality of the PBL problem is critical for the stimulation and elaboration of prior knowledge, development of epistemic curiosity and the relevant semantic framework. These are motivators that inspire effective learning. Practical Implication: Cognitive and emotional intelligence skills are realized by trusting the PBL process, identifying enhancers and inhibitors. Enhancement of creativity, social and employability skills manifest through challenges that help to develop for the ‘whole’. Originality/Value: In the horticulture industry, stakeholders interact with each other and the agro-ecological system. Consequently, competencies in production and emotional intelligence are invaluable.

DAMPAK KONFLIK INTERNAL KEPEMIMPINAN PADA KINERJA DOSEN PERGURUAN TINGGI ISLAM

This paper intends to unravel the leadership internal conflict that generally happened in all State Islamic College in Indonesia, especially in the institutions named Institute (IAIN) and high school (STAIN). These issues was revealed by using case study. The selected case is STAIN Kudus in Central Java. Data were collected through interviews, observation and documentation study. The data was then analyzed using Miles and Huberman interactive model and based on the theory of transactional leadership proposed by Yulk (1998), the theory of effective leadership from Razik (1995) and models of leadership (Muhammad SAW) of Islam. The results showed that internal leadership conflicts that occurred in STAIN Kudus is the impact of 'direct election' mechanism in selecting the chairman in the late 2005. The battle between the winning and losing camps continues to become a long-drawn leadership internal conflicts. The conflicts apparently decrease the performance of the lecturers. It is characterized by shifting the focus of the lecturers‟s performances from academic to political performance.