Leadership and Conflict Management Styles of Top and Middle-Level Managers of Selected Companies Towards Strategic HR Management

Meriam T. Manaig, MM-PM
https:orcid.org/0009-0009-7185-4058
manaigmeriam@yahoo.com
University of Perpetual Help System DALTA, Manila, Philippines

DOI:https://doi.org/10.54476/apjaet/00269

                                                                                          Abstract

This study investigates top and middle-level managers’ leadership and conflict management styles in selected companies and their impact on strategic HR management. The research explores the relationship between leadership styles, conflict management approaches, and their influence on HR practices and organizational performance. Utilizing a mixed-method design, data were collected from surveys and interviews with managers across various industries. The findings indicate that transformational leadership and collaborative conflict management styles are prevalent among effective managers and positively correlate with strategic HR outcomes. These styles enhance employee engagement, reduce turnover rates, and foster a positive organizational culture. Additionally, the study reveals that top managers are more likely to adopt strategic approaches, while middle managers focus on operational aspects. The implications of these findings suggest that companies should invest in leadership development programs to cultivate these effective styles. The study contributes to the existing literature by highlighting the significance of leadership and conflict management in achieving strategic HR objectives and offers practical recommendations for enhancing managerial practices.

Keywords: Leadership, Conflict Management, Higher Education, Human Resources

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