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Exploring leadership and conflict management styles for a job rotation case

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DOI: 10.23977/jhrd.2020.020102 | Downloads: 85 | Views: 2729


Azzelarab Zaoudi 1


1 Economics and Management Department, Institut supérieur de Commerce et d'Administration des Entreprises (ISCAE), Hay Riad Rabat, Morocco

Corresponding Author

Azzelarab Zaoudi


Nowadays changes are frequent, businesses have to keep continually changing in order to respond to the vicissitude and turbulence of the environment, it is a routine to say today that “change is constant” (Ogburn. W, 1922). The current business environment is hit the global changes in terms of economic, social and geopolitical developments as well as changes in customer demands and expectations, competitors’ behaviour, new regulations and laws, new technologies, etc. This study adopts the Thomas (1976, 1992) and Thomas & Kilmann (2002) conflict management styles as well as the leadership styles that deem to be influencing the conflict resolution process and the stimulation process (Hersay and Blanchard, 1988; Fred Fiedler, 1967; Chemers, 1984; Tannebaum and Schmidt, 1958; Goldman, 2000; etc.) This research aims not only to provide an overview on conflict and leadership theories but also to examine the influence of conflict management styles for a job rotation case. The study examines, different alternatives of conflict management and the use of leadership styles accordingly. The main aim of this analysis is to provide logical reasoning and evaluation of conflict management alternatives for a job rotation case, as well as spotting and evaluating barriers to change and identifying effective ways to overcome them.


Leadership styles, conflict management, transformational leadership, transactional leadership, gender approach, culture


Azzelarab Zaoudi, Exploring leadership and conflict management styles for a job rotation case. Journal of Human Resource Development (2020) 2: 12-21. DOI:


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