This paper studies the relationship between principals’ reward power and their conflict management styles. The five conflict management styles that we use in this study are based on Thomas-Kilmann Conflict Mode Instrument and include accommodating, avoiding, collaborating, competing, and compromising styles. This study can be classified as a regression analysis and is a descriptive study. Our statistical society for this research included all principals of high schools located in the city of Birjand. The results indicated that there was a significant relationship between principal’s reward power and accommodating conflict management style. The results also revealed that there was no significant relationship between principals’ reward power and the other four conflict management styles.

This paper presents an empirical study to investigate the effect of conflict management strategies on development of cooperative culture in one of Iranian auto industries. The proposed study adopts a Putnam and Wilson’s questionnaire (1982) [Putnam, L. L., & Wilson, C. E. (1982). Communication strategies in organizational conflicts: Reliability and validity of a measurement scale. Communication Yearbook, 6, 629-652.] for measuring different components of conflict management. In addition, the study also designs a questionnaire for measuring cooperative culture. Cronbach alphas are calculated for conflict management and cooperative cultures as 0.76 and 0.79, respectively. Using Spearman correlation ratio as well as regression technique, the study has determined that three components of conflict management strategies including cooperation, competition and compromise could significantly contribute of development of cooperative culture.

The purpose of this paper is to study the effect of different conflict management strategies including competition, cooperation, prevention and compromise on brand promise. The proposed study uses the questionnaire developed by Putnam and Wilson (1982) [Putnam, L. L., & Wilson, C. E. (1982). Communicative strategies in organizational conflicts: Reliability and validity of a measurement scale. Communication yearbook, 6, 629-652.] to measure conflict management measures and to measure the components of brand promise, the study develops a questionnaire. The proposed study is executed among some employees of bank Melli Iran in city of Tehran, Iran. Cronbach alphas have been calculated as 0.76 and 0.83 for conflict management and brand promise, respectively. Using Pearson correlation ratios as well as multiple regression technique, the study determines that there was a reverse relationship between two conflict management strategies, cooperation and compromise, and brand promise. In addition, there was a positive relationship between two conflict management strategies, competition and compromise, and brand promise.

The aim of present study is to explore the relationship between various styles of conflict management and organizational agility in Ilam state university. The study is quantitative one, having developmental orientation and comparative approach, which applies the strategy of survey research with an aim of exploration and description. It is implemented as single point and utilizes questionnaire as data collecting tool. The population and sample of the study include 425 and 205 individuals, respectively. The sample size is determined through Cochran’s formula and random sampling method has been used for sampling. In order to perform the data analysis, descriptive and inferential statistics as well as Spearman and Kendall test in SPSS were utilized. The results of the study reveal that there was a positive and significant relationship among four styles of conflict management (avoiding, forcing, compromising, and yielding), however there was no significant relationship between integrating conflict management and organizational agility.

Leadership plays an important role among five main components of management. These days, many organizations try to resolve any existing conflicts through adapting an appropriate leadership strategy. During the past few years, there are increasing interests in examining the relationship between management style and conflict management. The proposed study of this paper performs an empirical study to find the relationship between relationship-oriented leadership style and solution-oriented strategy as well as between leadership style and conflict management. The proposed study distributed a questionnaire among 43 managers who were in different industries in west part of Iran. Most of the people who participated in our survey were male and they were between 25 to 30 years old. The study considers relationship between leadership style and conflict management, which includes the relationship between relationship-oriented and task-oriented leaderships with avoiding conflict management strategy, solution and control based conflict managements. The results confirmed that there is only a meaningful relationship between relationship-oriented leadership with solution-based conflict management. In other words, our survey indicates that when there is a conflict, management can handle the problem using his/her relationship and find appropriate solution to resolve any possible conflict.