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
Objectives and Key Themes
This empirical study aims to investigate the causal relationship between conflict avoidance and perceived good leadership. The study seeks to explore how conflict avoidance, when applied deliberately as a leadership tool, can contribute to effective leadership and positive outcomes.
- The nature and application of conflict avoidance in leadership
- The relationship between conflict avoidance and perceived good leadership
- The role of cultural and situational factors in shaping conflict avoidance strategies
- The potential benefits and drawbacks of conflict avoidance as a leadership approach
- The impact of conflict avoidance on organizational success and employee satisfaction
Chapter Summaries
Chapter One: Introduction
This chapter introduces the concept of conflict avoidance in leadership and explores its potential as a deliberate leadership strategy. It defines good leadership based on follower satisfaction and success, outlining key characteristics and their impact on leadership effectiveness. The chapter raises the question of whether conflict avoidance and good leadership are causally related and outlines the research methodology proposed to investigate this question.
Chapter Two: Literature Review
This chapter provides an initial review of the relevant literature on good leadership, conflict avoidance, and their interconnectedness. It explores different perspectives on defining and determining good leadership, examining aspects like cultural influences, ethical values, and leadership toolsets. The chapter also discusses the backgrounds and reasons for conflict avoidance in leadership, including cultural norms, individual protection, and the fear of escalation.
Keywords
Conflict avoidance, good leadership, leadership styles, organizational success, employee satisfaction, cultural influences, situational factors, empirical study, leadership tools, ethical values.
- Citar trabajo
- Heiko Filthuth (Autor), 2019, Conflict Avoidance in Leadership. Design of an Empirical Study, Múnich, GRIN Verlag, https://www.grin.com/document/541347
