Influence of Management Style on Conflict Resolution Effectiveness in Work Organizations in South-Western Nigeria

Abstract

This study investigated the influence of management style on conflict resolution effectiveness in work organizations in South-Western Nigeria. This was for the purpose of ascertaining the relative impact of managerial strategy on conflict resolution effectiveness towards ensuring sustainable industrial peace and harmony in Nigeria. Descriptive survey research design was adopted for the study. A total of 211 respondents were selected for the study using purposive sampling technique. A set of questionnaire was utilized for data collection.  A set of questionnaire titled ‘Rahim Organizational Conflict Inventory’ (ROCI) developed by Conrad (1991) was adopted for the study. The four generated hypotheses were tested using Pearson Product Moment Correlation and t-test statistical methods. The findings of the study revealed that: A significant relationship exists between management style and conflict resolution effectiveness (r = 0.356; P < 0.05). I t was also found that there was no significant difference between male and female managers’ conflict management style (t (209) = 17.56; P > 0.05).The finding reveals that a significant difference exists between female and male managers’ conflict resolution effectiveness (t (209) = 5.66; P < 0.05). Based on the findings of the study, it is recommended that democratic management style be encouraged as conflict resolution strategy in order to guarantee effective management of industrial conflict and sustainable peace and harmony. Also, both male and female managers should avoid the use of autocratic management style in the course of managing industrial conflict.  Rather, participatory management style should be employed during collective bargaining process in order to foster effective management of conflict in work organizations.