CONFLICT MANAGEMENT STRATEGIES AND STYLES AMONG ACADEMIC LEADERS IN A STATE UNIVERSITY: AN ANALYSIS USING THE THOMAS-KILMANN MODE INSTRUMENT (TKMI)

This study analyzes responses and attitudes of academic leaders in the workplace manifesting strategies to conflict, specifically in a state university and uncovered the different management styles adopted by them in conflict situations. A mixed-method approach, combining qualitative and quantitative research designs, was used to analyze responses of 30 participants designated as deans and chairs of the different colleges in Isabela State University through an in-depth face to-face interview utilizing a semi-structured guide questions and focus group discussion. Data gathered were collated, recorded and formed into themes and analyzed through thematic analysis. To determine the conflict management styles of respondents, the researcher adopted the Thomas and Kilmann Mode Instrument (TKMI) which consists of a 30-pair statements to identify respondents’ preferred conflict-handling style based on the five modes of avoiding, competing, accommodating, comprising, and collaborating. Results revealed that strategies to conflict include proactive approach in management, adherence to established policies and standards, participative decision making and laissez- faire style of management. These highlighted the need to provide training programs for leaders to enhance conflict resolution skills, encourage open communication, adopt the principle of rule-based leadership focused on rules and procedures and encourage active participation of the employees in decision-making and allowing a wide a range of freedom to make decisions on their own. It also revealed that the conflict management styles adopted by school managers using the TKMI leaned towards the medium range between 25-75% with avoiding as the highest followed by compromising, accommodating, collaborating and the lowest being the competing style respectively.