Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents

Abstract

Purpose

The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization.

Design/methodology/approach

The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe.

Findings

Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors.

Originality/value

This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.

Citation

Obi, I.-M., Bollen, K., Aaldering, H. and Euwema, M.C. (2021), "Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents", International Journal of Conflict Management, Vol. 32 No. 5, pp. 769-790. https://doi.org/10.1108/IJCMA-02-2021-0027