E. C. GRAY, J. A. WILLIAMS
Copyright © 2012 SciRes.
16
nal and external conflicts. However, retail human resource
managers are seeking managers who provide guidance, en-
courage employees to take ownership of issues and solve prob-
lems, and to think critically before resolving solutions
(McGrane, Wilson, & Cammock, 2005).
When leaders fail to act proactively to resolve conflicts, it
can create a work atmosphere that is reluctant to change and
fosters internal conflicts (Hinckley, 2009). Based on the con-
tinuous research of leadership, transformational seems to be the
most effective leadership style when resolving conflict. In the
retail industry, leaders must equip themselves with skills and
knowledge to manage conflict effectively (Bennett, 2009). The
current findings suggest that most successful retail leaders ex-
hibit transformational leadership traits, but they fail to incorpo-
rate those skills when attempting to manage conflicts. The cur-
rent findings presented failed to fully support previous research
findings, and it could be due to the small sample size; a larger
sample size should be used to build on these research results.
The results can be applied in retailing industry by imple-
menting training programs that inspire retail managers to de-
velop and use transformational leadership skills when manag-
ing turnover or conflicts among co-workers. This approach can
be used to improve the high turnover in the retail industry and
conflict deriving from low-morale in this complex industry.
Training programs that teach managers to be proactive can help
to dispel a laissez-faire leadership style among retail managers.
Academia can use the results by emphasizing the importance of
proactively addressing issues rather than relying on avoidance
techniques. Academia can implement group assignments and
projects that force students to proactively resolve daily issues in
the retail industry. Case studies can also be used in senior-level
courses to promote effective leadership styles and successful
conflict management styles.
Future studies can be used to explore why transformational
leaders regress to an avoidance conflict management style when
attempting to resolve conflicts. Another future recommendation
is to examine male managers versus female managers and the
differences of leadership styles when managing conflict. A
larger sample size should be used to strengthen the research
findings of this study. Future studies can also be used to exam-
ine the leadership and conflict management traits among spe-
cific age groups. For example, more and more young managers
are entering the career field, and those individuals are expected
to manage potential contingencies on a daily basis.
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