International Academic Journal of Politics and Law

  • ISSN 0000-0000

Relationship between principals' conflict management styles and organizational commitment of teachers

Reza Hosseinpour and Guiti Pahlavani

Abstract: Organizational commitment is an important occupational and organizational attitude which has recently received the attention of many researchers in the field of organizational behavior and psychology particularly social psychology. The attitude has undergone some changes since three decades ago; change from the area of multidimensional attitude to this concept to one-dimensional attitude to it is considered the major change ever. The aim of the research is to explore the relationship between principals' conflict management styles and teachers' organizational commitment in Kuhdasht County. The research is an applied research by purpose and a descriptive survey by method, and a correlational-type research. The study population consisted of all teachers of Kuhdasht County, a total of 431individuals. Using krejcie and Morgan's table, sample size was determined to be 205 individuals by relative stratified random sampling method. In order to collect the necessary data, Allen and Meyer's organizational commitment questionnaire and Robbins's management styles questionnaire were used. For data analysis, in addition to indicators of descriptive statistic including mean and standard deviation, the inferential statistic test Pearson correlation coefficient and multiple regression were used. The results indicated that there is a significant and positive relationship between principals' domination-based style, avoidance-based style, cooperation-based style, adaptation-based style, and compromise-based style and organizational commitment. Moreover, the results of multiple regression indicated that principals' avoidance-based style is only able to predict teachers' organizational commitment among conflict management styles

Keywords: Conflict management styles, organizational commitment

Page: 1-12

DOI: 10.9756/IAJPL/V6I1/1910001

Volume 6, Issue 1, 2019