Conflict avoidance can be a deliberate means of leadership, applied to enhance the leadership quality and its result. But the causality between conflict avoidance and perceived good leadership is unclear. This draft of an empirical study, aiming to support the causality between conflict avoidance and good leadership, is provided to encourage researchers to explore this field of leadership and contribute to the knowledge on this sensitive and subjective topic. It offers a general introduction on the topic, an initial literature review with substantial references, and a draft of the methodology proposed for the study.
Table of Contents
Chapter One: Introduction
Background to the Research
Rationale for the Research
Research Model, Conceptual Framework, and Research Hypothesis
Research Questions
Aims and Objectives
Delimiting and Limiting Factors
Chapter Two: Literature Review
Determining Good Leadership
Reflecting Good Leadership
Backgrounds and Reasons of Conflict Avoidance
Results from Conflict Avoidance
Chapter Three: Methodology
Research Philosophy
Research Frame
Research Design
Research Data Analysis
Research Administration
Ethical Issues
Reliability
Validity
Research Goal and Thematic Focus
The primary aim of this empirical study is to investigate the causal relationship between conflict avoidance and perceived good leadership. By examining whether deliberate conflict avoidance can serve as an effective leadership tool, the study seeks to contribute new insights to existing leadership research and organizational management practices.
- The psychological and cultural origins of conflict avoidance in leadership.
- The classification of good leadership through subordinate satisfaction and success.
- Methodological design using a multi-method qualitative approach to analyze subordinate feedback.
- The strategic, deliberate application of conflict avoidance as a component of leadership styles.
- Development of research models to validate hypotheses regarding effective management behavior.
Excerpt from the Book
Background to the Research
When conflict avoidance happens, it might be unclear if this is by chance or deliberately. If done by chance, it may be considered a weakness of the leader and the lacking ability to make decisions or to deal with direct confrontations. This weakness would be bound to harm good leadership and, in consequence, success (Darling & Earl Walker, 2001). If conflict avoidance is used as a leadership tool, deliberately applied with specific positive targets in mind, the contrary might be the case: Conflict avoidance could be considered a strength of the leader and a marker of good leadership and success, as it is sometimes already regarded in politics (Tow & Hay, 2001).
Summary of Chapters
Chapter One: Introduction: This chapter provides an overview of the research topic, defining conflict avoidance and good leadership while establishing the research hypothesis, questions, and limitations.
Chapter Two: Literature Review: The chapter explores existing academic perspectives on the determinants of good leadership and the various backgrounds, reasons, and results associated with conflict avoidance.
Chapter Three: Methodology: This section details the research philosophy, framework, design, and data analysis procedures employed to investigate the relationship between conflict avoidance and leadership quality.
Keywords
Conflict Avoidance, Good Leadership, Leadership Tools, Subordinate Satisfaction, Empirical Study, Management Behavior, Organizational Success, Qualitative Analysis, Research Model, Conflict Management, Interpretivist Philosophy, Leadership Styles, Employee Feedback, Causality, Decision Avoidance
Frequently Asked Questions
What is the core focus of this study?
The study investigates the relationship between conflict avoidance and perceived good leadership, specifically whether conflict avoidance acts as a strategic tool rather than a sign of weakness.
Which central themes are examined?
The main themes include leadership performance, the psychological origins of avoiding confrontation, the impact on organizational success, and subordinate perspectives on supervisor behavior.
What is the primary research goal?
The goal is to provide empirical support for the hypothesis that deliberate conflict avoidance is positively related to good leadership, thereby challenging traditional views of conflict management.
Which research methodology is applied?
The researcher employs a multi-method qualitative approach, utilizing interpretivist philosophy and an anonymous electronic survey to collect and analyze subordinate data.
What does the main body cover?
The main body covers a comprehensive literature review on leadership definitions and conflict theories, followed by a detailed methodology section on how data is gathered and analyzed within a corporate environment.
Which keywords characterize this work?
The work is characterized by terms such as Conflict Avoidance, Good Leadership, Organizational Success, and Empirical Study.
How is the "Research Model" utilized in this study?
The research model, adopted from Boehm (1980), guides the process from the area of investigation and formulation of the hypothesis to the analysis of empirical results to confirm or reject that hypothesis.
Why is the "interpretivist research philosophy" chosen?
It is chosen because both the open-ended responses regarding supervisor behavior and the interpretation of conflict-related data require a qualitative, context-aware analysis rather than purely numerical data.
How does the research handle limitations regarding subjectivity?
The researcher addresses subjectivity by using a simple 10-point scale for satisfaction ratings and conducting a thorough, iterative analysis of textual, qualitative responses.
How is the reliability of the survey ensured?
Reliability is ensured through the research process itself, including anonymous, single-use access links and a structured database that prevents data tampering by participants.
- Citar trabajo
- Heiko Filthuth (Autor), 2019, Conflict Avoidance in Leadership. Design of an Empirical Study, Múnich, GRIN Verlag, https://www.grin.com/document/541347
