Principals' responses to interpersonal conflict occurring in secondary schools.
Published: 2004
Language: eng
Number of pages: 207
Subjects: School principals -- Attitudes.; Educational leadership.; Interpersonal conflict.; Conflict management.
Description: Interpersonal conflicts occurred in all secondary schools that participated in the study. Three categories of conflict emerged: interpersonal conflicts between teachers, interpersonal conflicts between school principals and teachers, and interpersonal conflicts between teachers and students.This study examines how principals deal with interpersonal conflicts occurring in secondary schools. The impetus for the study was based on the researcher's own experiences as a secondary school principal. In my experience as a school principal, it became evident that a considerable portion of my time and energy was devoted to managing interpersonal conflict among stakeholders. For this reason, I believe that the management of interpersonal conflict is an essential component of school leadership in secondary schools.Participants were selected from 6 secondary schools located in a single school district in Eastern Canada. A qualitative research methodology was employed to investigate two social constructs: school leadership, and interpersonal conflict found in those secondary schools. A total of nineteen interviews are conducted with school principals and secondary teachers.Implications for practice focus on the nature of conflict found in secondary schools, sources of those conflicts, strategies for resolving interpersonal conflict, and approaches to leadership in managing interpersonal conflict. Implications for future research are also suggested.It is evident that interpersonal conflict pervades the cultural landscape of secondary schools. The results of the study suggest that school principals varied their style of school leadership depending on the nature and frequency of the interpersonal conflict encountered amongst stakeholders. It appears that principals typically adhere to aspects of participative leadership in the early stages of interpersonal conflict; however, if resolution to conflict is not achievable in this way then school principals become managerial in their approach to school leadership.
Notes: Adviser: Paul Begley.

Thesis (Ph.D.)--University of Toronto, 2004.

Electronic version licensed for access by U. of T. users.

Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1621.