Vol. 1 No. 19 (2021): Journal of Leadership and Management
Articles

Engaging with Purpose: Styles of Conflict Engagement Among Academic Deans

Published July 2, 2021
Keywords
  • conflict, higher education, leadership, dean, college
How to Cite
Peterson, A. M. (2021). Engaging with Purpose: Styles of Conflict Engagement Among Academic Deans. Journal of Leadership and Management, 1(19). Retrieved from http://leadership.net.pl/JLM/article/view/207

Abstract

Conflict engagement is an integral part of higher education leadership. This study examined conflict engagement styles among a sample of academic deans in a large Midwestern state college and university system using the Rahim Organizational Conflict Inventory-II (ROCI-II). The research question that was analyzed in the study was whether there is a prevalence of any particular approaches to conflict for academic deans of these institutions.  Results suggested that training, both formal and informal, was common among the academic deans and that they tended to utilize an integrative style when engaging in conflict. Recommendations for further research and practice are offered, including how further application of conflict engagement best practices may apply within the online realm that has permeated most facets of life due to the current global pandemic.

References

Blake, R. R., and Mouton, J. S. (1964). The Managerial Grid. Houston: Gulf Publishing.
Brungardt, C. (2011). “The Intersection Between Soft Skill Development and Leadership Education.” Journal of Leadership Education, 10(1), pp. 1–22.
Dee, J. R., Henkin, A. B., and Holman, F. B. (2004). “Reconciling Differences: Conflict Management Strategies of Catholic College and University Presidents.” Higher Education: The International Journal of Higher Education and Educational Planning, 47(2), pp. 177–196.
Ennis, L. S. (2008). “The Inevitability of Conflict and the Importance of its Resolution in Christian Higher Education.” Christian Higher Education, 7(4), pp. 339–356.
Feltner, B. D. and Goodsell, D. R. (1972). “The Academic Dean and Conflict Management.” The Journal of Higher Education, 43(9), pp. 692–701.
Kilmann, R. H., and Thomas, K. W. (1977). “Developing a Forced-Choice Measure of Conflict-Handling Behavior: The “MODE” Instrument.” Educational and Psychological Measurement, 37, pp. 309–325.
Lipsky, D., Seeber, R., and Fincher, R. (2003). Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals. San Francisco: Jossey-Bass.
Macfarlane, J., Manwaring, J., Zweibel, E., Smyth, G., and Pearlstein, A. (2011). Dispute Resolution: Readings and Case Studies. Toronto, Ontario: Emond Montgomery Publications.
Mayer, B. (2000). The Dynamics of Conflict Resolution: A Practitioner’s Guide. San Francisco: Jossey-Bass.
Mayer, B. (2004). Beyond Neutrality: Confronting the Crisis in Conflict Resolution. San Francisco: Jossey-Bass.
Munduate, L., Ganaza, J., Peiro, J. M., and Euwema, M. (1999). “Patterns of Styles in Conflict Management and Effectiveness.” International Journal of Conflict Management, 10(1), pp. 5–24.
Perlmutter, D. D. (2020). “What ‘Middle’ Administrators Can Do to Help in the Coronavirus Crisis.” The Chronicle of Higher Education, 66(26). Retrieved from: https://www.chronicle.com/article/What-Middle-/248218.
Prein, H. C. M. (1976). “Stijlen van conflicthantering” [Styles of Handling Conflict]. Nederlands Tijdschrift voor de Psychologie, 31, pp. 321–346.
Rahim, M. A. (1983a). “A Measure of Styles of Handling Interpersonal Conflict.” Academy of Management Journal, 26(2), pp. 368–376.
Rahim, M. A. (1983b). Rahim Organizational Conflict Inventory–II, Forms A, B, & C. Palo Alto: Consulting Psychologists Press.
Rahim, M. A. (2001). Managing Conflict in Organizations. Quorum Books.
Rahim, M. A., and Bonoma, T. V. (1979). “Managing Organizational Conflict: A Model for Diagnosis and Intervention.” Psychological Reports, 44, pp. 1323–1344.
Rahim, M. A., and Magner, N. R. (1995). “Confirmatory Factor Analysis of the Styles of Handling Interpersonal Conflict: First-Order Factor Model and Its Invariance Across Groups.” Journal of Applied Psychology, 80(1), pp. 122–132.
Simerly, R. G. (1998). “Managing Conflict for Productive Results: A Critical Leadership Skill.” Journal of Continuing Higher Education, 46(2), pp. 2–11.
Thomas, K. W., and Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Mountain View: Tuxedo.
West, P. W. (2006). “Conflict in Higher Education and Its Resolution.” Higher Education Quarterly, 60(2), pp. 187–197.