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

Authors: Irene Samanta; Athanasios Lamprakis

Addresses: Department of Business Administration, Piraeus University of Applied Sciences, Petrou Ralli and Thivon 250, Aegaleo 12244, Greece ' Department of Business Administration, Piraeus University of Applied Sciences, Petrou Ralli and Thivon 250, Aegaleo 12244, Greece

Abstract: 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.

Keywords: transformational leadership; transactional leadership; laissez-faire leadership; organisational conflict management styles; constructive conflict management approaches; non-constructive conflict management approaches.

DOI: 10.1504/IJBPIM.2018.093033

International Journal of Business Process Integration and Management, 2018 Vol.9 No.1, pp.32 - 45

Received: 28 Feb 2017
Accepted: 30 Dec 2017
Published online: 04 Jul 2018 *

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