Relationship between Leadership Styles and Conflict Escalation in High-Stress Environments in South Africa
DOI:
https://doi.org/10.47604/jcm.2865Keywords:
Leadership Styles, Conflict Escalation, High-Stress EnvironmentsAbstract
Purpose: The aim of the study was to analyze relationship between leadership styles and conflict escalation in high-stress environments in South Africa.
Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
Findings: In high-stress environments in South Africa, research has highlighted that leadership styles significantly influence conflict escalation. Transformational leaders, who emphasize support and vision, are found to mitigate conflict by fostering a positive and collaborative work atmosphere. Conversely, transactional leaders, who focus on compliance and rewards, may inadvertently contribute to conflict escalation due to their more rigid and performance-oriented approach. Studies also reveal that laissez-faire leadership can exacerbate conflicts due to a lack of direction and support.
Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, transactional leadership theory & situational leadership theory may be used to anchor future studies on the relationship between leadership styles and conflict escalation in high-stress environments in South Africa. Organizations should implement a balanced approach to leadership that aligns with their specific stress contexts and conflict types. Policymakers should consider developing guidelines and frameworks that promote effective leadership practices in high-stress environments. Policies should encourage the adoption of flexible leadership styles and the integration of participative elements to foster a collaborative and supportive work culture.
Downloads
References
Adeoye, A., & Olaleye, F. (2021). Conflict escalation and management in the Nigerian oil and gas industry: An analysis of high-stress environments. Journal of Conflict Management, 35(2), 120-135. https://doi.org/10.1080/09585563.2021.1873456
Anderson, L., & Taylor, P. (2021). The impact of laissez-faire leadership on conflict escalation in high-stress financial environments. Journal of Organizational Behavior, 42(7), 854-872. https://doi.org/10.1002/job.2479
Avolio, B. J., & Yammarino, F. J. (2019). Transformational and charismatic leadership: The road ahead (3rd ed.). Emerald Publishing.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
Brown, A., Green, T., & Wilson, M. (2019). Authoritarian leadership and conflict escalation in emergency services: A quantitative analysis. Emergency Management Journal, 15(2), 112-129. https://doi.org/10.1016/j.emj.2019.03.003
Charoen, W., & Lertvorapong, P. (2021). Conflict escalation in high-stress environments in Thailand’s hospitality industry. Journal of Conflict Management, 36(3), 155-170. https://doi.org/10.1080/09585563.2021.1896700
Clark, R., Morris, D., & Evans, S. (2022). Leadership styles and conflict in academic settings: An experimental approach. Journal of Higher Education Policy, 30(1), 45-60. https://doi.org/10.1080/00012345.2022.1879874
Dupont, C., & Martin, L. (2021). Stress and conflict escalation in the French finance sector: Challenges and solutions. Journal of Conflict Management, 36(2), 175-190. https://doi.org/10.1080/09585563.2021.1876901
Eriksson, L., & Olsson, P. (2019). Managing workplace conflicts in high-stress healthcare environments in Sweden. Journal of Conflict Management, 32(1), 85-100. https://doi.org/10.1080/09585563.2019.1634780
Garcia, H., & Miller, J. (2020). Participative leadership and conflict management in high-stress environments: A longitudinal study. Leadership & Organization Development Journal, 41(5), 678-693. https://doi.org/10.1108/LODJ-03-2020-0120
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90. https://doi.org/10.1016/S0090-2616(00)00015-0
Gómez, A., & Pérez, M. (2022). High-stress environments and conflict escalation in Colombia's construction sector. Journal of Conflict Management, 35(2), 220-235. https://doi.org/10.1080/09585563.2022.1987654
Gupta, R., & Sharma, A. (2020). High-stress environments and conflict escalation in India's call center industry. Journal of Conflict Management, 35(1), 105-120. https://doi.org/10.1080/09585563.2020.1864987
Hersey, P., & Blanchard, K. H. (2020). Management of organizational behavior: Utilizing human resources (10th ed.). Pearson Education.
Judge, T. A., & Piccolo, R. F. (2021). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 106(4), 649-668. https://doi.org/10.1037/apl0000829
Kersley, H., McKay, M., & Hardy, A. (2021). Workplace conflict in high-stress environments: Evidence from the UK financial sector. Journal of Conflict Management, 36(1), 45-60. https://doi.org/10.1080/09585563.2021.1862145
Lee, C., & Kim, H. (2021). The effects of situational leadership on conflict in high-stress tech firms. Asia Pacific Journal of Management, 38(3), 567-583. https://doi.org/10.1007/s10490-021-09714-0
López, J., & Vargas, M. (2021). Stress and conflict escalation in Mexico's agricultural sector: An empirical analysis. Journal of Conflict Management, 34(4), 290-305. https://doi.org/10.1080/09585563.2021.1894578
Mapuranga, R., & Chikodzi, D. (2021). Conflict escalation in Zimbabwe's mining sector: High-stress environments and their impact. Journal of Conflict Management, 34(4), 200-215. https://doi.org/10.1080/09585563.2021.1876789
Mekoena, T., & Ndebele, K. (2020). Conflict management in high-stress environments: The case of South African miners. Journal of Conflict Management, 33(3), 175-190. https://doi.org/10.1080/09585563.2020.1855678
Mensah, R., & Osei, R. (2022). High-stress environments and conflict escalation in Ghanaian schools: Challenges and solutions. Journal of Conflict Management, 35(1), 120-135. https://doi.org/10.1080/09585563.2022.1974567
Müller, S., & Schmidt, R. (2021). Conflict escalation in the German manufacturing sector: The role of high-stress environments. Journal of Conflict Management, 32(2), 95-110. https://doi.org/10.1080/09585563.2021.1864212
Mwaisaka, E., & Kilonzo, J. (2022). Stress and conflict escalation in Tanzanian schools: An exploratory study. Journal of Conflict Management, 37(1), 115-130. https://doi.org/10.1080/09585563.2022.1974668
Mwangi, J., Kimani, G., & Nyambura, M. (2022). The impact of stress on conflict escalation in the Kenyan education sector. Journal of Conflict Management, 37(4), 210-225. https://doi.org/10.1080/09585563.2022.1987456
Nabirye, S., & Kisaakye, J. (2023). Managing conflict in high-stress healthcare environments in Uganda: An exploratory study. Journal of Conflict Management, 36(2), 140-155. https://doi.org/10.1080/09585563.2023.1974569
Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
Okeke, I., & Ibrahim, M. (2023). Managing conflict in high-stress environments in Nigeria’s oil and gas sector. Journal of Conflict Management, 37(2), 200-215. https://doi.org/10.1080/09585563.2023.1986754
Oliveira, R., & Santos, A. (2020). Managing conflicts in the Brazilian construction industry: High-stress environments and their effects. Journal of Conflict Management, 34(3), 180-195. https://doi.org/10.1080/09585563.2020.1843952
Patel, R., & Brown, T. (2018). Transformational leadership and conflict in healthcare settings: A mixed-methods approach. Journal of Healthcare Management, 63(4), 234-248. https://doi.org/10.1097/JHM-D-18-00057
Pearn, J., & Nielson, H. (2018). Workplace conflict and stress in Australian healthcare: A study of impact and management. Journal of Conflict Management, 31(4), 210-225. https://doi.org/10.1080/09585563.2018.1435678
Shanafelt, T., West, C., & Sinsky, C. (2016). Burnout and the need for systemic change in the healthcare sector: A study of conflict escalation. Journal of Conflict Management, 32(2), 100-115. https://doi.org/10.1080/09585563.2016.1251792
Sharma, S., Patel, R., & Nair, A. (2019). Stress and conflict escalation in India's call centers: An empirical study. Journal of Conflict Management, 30(1), 75-90. https://doi.org/10.1080/09585563.2019.1585678
Silva, J., & Oliveira, F. (2021). Conflict escalation in Brazil’s retail sector: The role of high-stress environments. Journal of Conflict Management, 34(3), 150-165. https://doi.org/10.1080/09585563.2021.1876809
Smith, A., & Johnson, R. (2020). Conflict escalation in Canada’s tech industry: High-stress environments and workplace dynamics. Journal of Conflict Management, 31(4), 175-190. https://doi.org/10.1080/09585563.2020.1843975
Smith, J., & Jones, L. (2020). Transformational vs. transactional leadership and conflict in high-pressure environments. Journal of Applied Psychology, 105(6), 890-904. https://doi.org/10.1037/apl0000459
Thompson, G., & Glasø, L. (2022). Situational Leadership Theory and its impact on conflict management. Leadership & Organization Development Journal, 43(5), 789-803. https://doi.org/10.1108/LODJ-09-2021-0367
Van der Meer, J., & Jansen, R. (2022). Conflict escalation in high-stress environments in the Dutch high-tech sector. Journal of Conflict Management, 37(1), 135-150. https://doi.org/10.1080/09585563.2022.1977895
Wambua, J., & Muthuri, J. (2022). Stress and conflict escalation in Kenya’s construction sector: A study of high-pressure work environments. Journal of Conflict Management, 36(1), 120-135. https://doi.org/10.1080/09585563.2022.1974566
Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Ibrahim Ahmadzai
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
