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This study assessed the correlation between educational leaders’ conflict management styles and the non – teaching employees’ organizational citizenship behavior (OCB) in A University. The respondents of the study were the 98 non – teaching employees from the various departments within A University. The study used adapted questionnaires that were customized to harmonize with the specific objective of establishing a relationship between conflict management styles and organizational citizenship behavior (OCB) among non-teaching staff. For the evaluation of conflict management styles, the researcher employed a modified version of the Thomas-Kilmann Model questionnaire, incorporating avoidance, accommodation, compromise, collaboration, and competition as the variables. To gauge the OCB of non-teaching employees, the researcher adapted a 25-item instrument rooted in the OCB scale formulated by Podsakoff in 1990. This tool encompasses facets such as altruism, courtesy, civic virtue, sportsmanship, and conscientiousness. Based on the conclusions derived in this study, the following are the recommendations: The study recommends implementing a conflict management program within organizations to address issues and foster an ideal working environment. It suggests offering training programs for leaders to improve conflict resolution skills, promoting open communication and recognizing high-level organizational citizenship behavior. The program should also encourage cross-functional communication and teamwork, and incorporate conflict management training into leadership development courses. The goal is to create a conflict management program where issues are skillfully addressed, ensuring that employees from diverse backgrounds feel valued and motivated. This Proactive Conflict Resolution Program aims to prevent conflicts from escalating, promoting a positive work environment by implementing proactive conflict resolution strategies based on organizational citizenship behavior.
Lin et al. (Tue,) studied this question.
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