The Relationship between the Conflicts and the Conflict Management Styles of Police Officers in the Philippines

Galman, Xyra Rose A.; Galman, Sheena Mai A.; Cruz, Jocelyn B.; Santos, Mercedes D.

doi:10.4236/oalib.1107540

Cited by 2 publications

(1 citation statement)

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“…The third is conflict of interest, including those that relate to name calling, insults or aggressive behaviour of fellow officers. They interfere or block others in the pursuit of individual goals [22]. Thomas [23], an American behavioural scientist, proposed a theory that describes a person's behaviour along two basic dimensions in conflict situations, that is, assertiveness and cooperativeness.…”

Section: 2mentioning

confidence: 99%

Influence of Supervisor Leadership Style and Conflict Handling on Subordinates: A Case Study of Taoyuan Police Department

Peng¹,

Liao²

2022

Advances in Management and Applied Economics

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This study explores the influence of supervisor police officers’ leadership styles and conflict handling on their work and their relationship with subordinates. A two-stage data analysis method is adopted. In the first stage, in-depth interviews are conducted to analyse local police chiefs’ views on leadership styles and conflict handling. In the second stage, questionnaires describing leadership and conflicts are distributed to subordinate police officers for statistical analysis. Conflicts emerge in the operation of government agencies because members within the organisations have different views on their respective positions, responsibilities and goals, mostly for reasons related to the leadership style of their direct supervisors. The study results reveal that transformational and transactional leadership styles positively influence subordinate police officers and negatively influence several sub-dimensions of leadership styles, consistent with cross-comparison findings. Furthermore, the results indicate that conflict handling has an insignificant influence, which significantly differs from the leaders’ perceptions of handling as found in their interviews. Accordingly, the findings of cross-analysis are reasonable. The study results can be used as a reference for future supervisors to handle and manage practical conflicts. JEL classification numbers: C12, D74. Keywords: Police, Transformational leadership (TFL), Transactional leadership (TSL), Leadership effectiveness, Conflict handling.

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Section: 2mentioning

confidence: 99%