TRANSFORMATIONAL LEADERSHIP STYLE AND CONFLICT MANAGEMENT OF PRINCIPALS IN SECONDARY SCHOOLS IN IMO STATE, NIGERIA

1 TRANSFORMATIONAL LEADERSHIP STYLE AND CONFLICT MANAGEMENT OF PRINCIPALS IN SECONDARY SCHOOLS IN IMO STATE, NIGERIA BY ANURUGWO APPOLONIA OSITA PG/Ph.D / 07/ 42474 DEPARTMENT OF EDUCATIONAL FOUNDATION, UNIVERSITY OF NIGERIA, NSUKKA SUPERVISOR: PROF (REV FR) A.U AKUBUE DECEMBER, 2012 i TITLE PAGE TRANSFORMATIONAL LEADERSHIP STYLE AND CONFLICT MANAGEMENT OF PRINCIPALS IN SECONDARY SCHOOLS IN IMO STATE, NIGERIA BY ANURUGWO APPOLONIA OSITA PG/Ph.D / 07/ 42474 THESIS SUBMITTED TO THE DEPARTMENT OF EDUCATIONAL FOUNDATION, UNIVERSITY OF NIGERIA, NSUKKA IN FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF DOCTOR OF PHILOSOPHY (PH.D) IN EDUCATION (EDUCATIONAL ADMINISTRATION/PLANNING) SUPERVISOR: PROF (REV FR) A.U AKUBUE DECEMBER, 2012 ii APPROVAL PAGE THIS THESIS HAS BEEN APPROVED FOR THE DEPARTMENT OF EDUCATIONAL FOUNDATIONS, UNIVERSITY OF NIGERIA, NSUKKA BY iii iv DEDICATION This thesis is dedicated to God Almighty, the fountain of all knowledge v ACKNOWLEDGEMENTS The researcher’s greatest appreciation goes to her supervisor Prof (Rev Fr) A U Akubue whose immeasurable assistance brought great professionalism and insight to this work The researcher is highly indebted to Prof D N Eze, Prof N I Ogbonnaya, Prof O A Umeakuka, Prof C U Onwurah, Dr G T U Chiaha, Dr M A Obidua, and Dr J O Ezeugwu, for graciously giving their time and expertise, in bringing this work to the desired standard Completing a study like this requires sustained attention and persistence The researcher’s husband Chief Casmir C Anurugwo has sacrificed much without which such a task could not have been accomplished, and to that the researcher is grateful To her lovely children Amarachi, Chukwuebuka, Chinedum, Febechi and Makuochukwu, the researcher remains appreciative of the love and encouragement offered her in the course of this study Finally the researcher wishes to express her unreserved appreciation to her parents Chief and Lolo Athanasius Obi Egeonu and to all those who contributed to the success of this work vi TABLE OF CONTENTS TITLE PAGE i APPROVAL PAGE ii CERTIFICATION PAGE iii DEDICATION iv ACKNOWLEDGEMENTS v TABLE OF CONTENTS vi LIST OF TABLE ix LIST OF FIGURES x ABSTRACT xi CHAPTER ONE: INTRODUCTION Background of the Study Statement of the Problem 11 Purpose of Study 13 Significance of the Study 14 Scope of the Study 16 Research Questions 17 Hypotheses 18 CHAPTER TWO: REVIEW OF RELATED LITERATURE Conceptual Framework 20 Concept of leadership 20 Concept of transformational leadership style 25 Concept of conflict 47 Concept of management 57 Concept of Conflict management 58 Leadership and conflict management in organization 71 Theoretical Framework 73 Trait theory of leadership 73 vii Behavioral theory of leadership 74 Situational theory of leadership 75 Chaos Theory 78 Complexity Theory 79 Theory of Quantum Mechanics 80 Review of Empirical Studies 87 Studies on Conflict Management 87 Studies on Leadership styles 90 Studies on Leadership Styles and Conflict Management 93 Summary of Literature Review 96 CHAPTER THREE: RESEARCH METHOD Design of the Study 98 Area of the Study 98 Population of the Study 99 Sample and Sampling Techniques 100 Instrument for Data Collection 100 Validation of the Instrument 101 Reliability of the instrument 102 Method of Data Collection 102 Method of Data Analysis 103 CHAPTER FOUR: PRESENTATION OF RESULTS Research Question One 105 Hypothesis 1: 106 Research Question 107 Hypothesis 108 Research Question Three 109 Hypothesis 110 viii Research Question Four 111 Hypothesis 112 Research Question Five 113 Hypothesis 114 Summary of Findings 115 CHAPTER FIVE: DISCUSSION OF FINDINGS, CONCLUSION, IMPLICATIONS, RECOMMENDATION AND SUMMARY Discussion of Findings 116 Conclusion 129 Educational implication of the study 130 Recommendation 133 Limitation of the study 134 Suggestion for further researches 135 Summary of the study 135 REFERENCES 137 APPENDICES Appendix A: Population Distribution of Principals and Teachers According to zone 150 Appendix B: A Letter of Introduction to the Respondent 151 Appendix C: Multifactor Leadership Questionnaire (Self Rater) 152 Appendix D: Conflict Resolution Questionnaire 154 Appendix E: Initial Draft 158 Appendix F: Final Draft 163 Appendix G: Reliability Analysis of Transformational Leadership Style and Conflict management Appendix H: Pearson product moment correlation coefficient of transformational leadership style and conflict 167 ix management 175 LIST OF TABLES Table 1: Correlation coefficient ® of the relationship between idealized influence component of transformational leadership style and conflict management of principals in secondary schools in Imo State. - 105 Table 2: Pearson product moment correlation analysis of relationship between idealized influence and conflict management of principals in Imo State 106 Table 3: Correlation coefficient ® of the relationship between inspirational motivation and conflict management of principals in Imo State 107 Table 4: Pearson product moment correlation analysis of relationship between inspirational motivation and conflict management of principals - 108 Table 5: Correlation coefficient ® of the relationship between intellectual stimulation and conflict management principals in Imo State - 109 Table 6: Pearson product moment correlation analysis of relationship between intellectual stimulation and conflict management of principals - 110 Table 7: Correlation coefficient ® of the relationship between individualized consideration and conflict management of principals in Imo State - 111 Table 8: Pearson product moment correlation analysis of relationship between individualized consideration and conflict management of principals in Imo State 112 Table 9: Correlation coefficient ® of the relationship between overall transformational leadership styles and conflict management of principals in Imo State -Table 10: Pearson product moment and correlation analysis of relationship between transformational leadership style 113 170 13 many different angles Encourages subordinates to be creative 14 and innovative Suggest new ways of looking at how to 15 complete assignment Re-examines critical assumptions to questions whether they are appropriate Individualized Consideration 16 My principal Spends time teaching and coaching 17 others Treats others as individuals rather than 18 members of the school community Considers others as having different 19 needs, abilities and aspirations Helps staff and students to achieve goals 20 and grow personally Listens attentively to people when consulted QUESTIONNAIRE FOR CONFLICT MANAGEMENT OF PRINCIPALS Please check the usage of the following strategies of conflict management in your school by principal Code: Definitely True = DT, True = I, Tends To be True = TT, Not True = NT S/No My Principal Needs to attain excellent results and cannot DT T TT NT 171 be limited by others Is always willing to listen to others opinion but also want to give them his Often makes slight modification in his goal to meet other people’s needs Keeps to him self when his opinion is not respected Co-operates and helps one with good idea Stand on his principles when conflict arises Considers other peoples opinion but makes his own decision Adjusts his priorities to reach resolution in the face of conflict Goes out from the conflict environment to 10 something else Co-operate with others and accept 11 12 instructions easily Is usually firm when pursing his priorities Works to get every ones concern out in the 13 open, during conflict Tries to find some compromise during 14 conflict Does not worry about different in 15 individuals opinion Asks others of their opinion and try to find 16 ways to co-operate Does not like to be discouraged once he has 17 taken his position Presents his views and invites other to the 18 same, when there is conflict Proposes a middle ground when view points 19 are opposed Tries to avoid people who have strong 20 opinions Tries to get along with others rather than 172 21 22 insisting on wining an argument Makes and defends his decisions strongly Listens to others and finds the best solution 23 24 possible Likes to meet other people half way Often keeps to himself because most things 25 are not worth arguing about Tries to adjust his priorities to accommodate other people needs 173 G 174 175 176 177 178 179 180 181 182 183 184 ... leadership style and conflict management of principals in secondary schools This study on transformational leadership style and conflict management of principals will expand the knowledge base of researchers... leadership style and conflict management of principals? (2) What is the relationship between inspirational motivation component of transformational leadership style and conflict management of principals? ... transformational leadership style and conflict management of principals? (5) What is the relationship between all the components of transformational leadership style and conflict management of principals?