Role of Servant Leadership Conglomerate Conflict Behaviour on Team Performance, Conflict Resolution Efficacy, and Turnover Intentionin Tanzania’s Higher Learning Institutions

Abstract

This paper explores the intricate relationship between servant leadership, conflict management behaviour, and organisational outcomes  in the context of Tanzania's higher learning institutions. Through a longitudinal study involved 800 respondents from four public  universities, the research investigates the interplay between servant leadership and conflict management styles, specifically focusing on  integrating and compromising behaviors. The study employed a comprehensive methodology, utilising questionnaires distributed over  two waves with a one-year time lag. The findings revealed a positive correlation between servant leadership and integrating conflict  management styles, specifically avoiding and accommodating. However, the anticipated correlation between integrating and  compromising conflict behaviours in servant leadership is not confirmed. The study further examined the prevalence of cooperative  conflict management patterns among Tanzanian university leaders, highlighting a combination of problem-solving and compromising  strategies. A significant aspect of the research involved cluster analysis, which revealed distinct conflict behaviour patterns in Tanzanian  universities. The result showed a preference for compromising and low-integrating (co-operative) patterns, as well as high-integrating  and low-compromising (competitive) patterns. Notably, these patterns were not mutually exclusive, indicating a nuanced approach to  conflict management. In the second part of the study, the paper delved into the impact of servant leadership's cooperative behaviour on  team performance, conflict resolution efficacy, and turnover intention. The results affirmed the positive relationship between integrating  and compromising conflict management styles and team performance, while forcing behaviour showed a negative correlation. Moreover,  the study identified a negative relationship between accommodating and forcing conflict management styles and  turnover intention. The paper concluded that servant leaders in Tanzanian universities adeptly combined different conflict management styles, mitigating the adverse effects of conflicts on team performance and turnover intention. Even though avoiding and  accommodating conflict behaviours were used together, problem-solving and compromising strategies were used a lot. This showed that  servant leadership was used in a more complex way in Tanzanian higher education. The study contributed  valuable insights into the  dynamics of servant leadership, conflict management, and organisational outcomes, emphasising the need for a contextual  understanding of leadership behaviours and their cultural implications.