COLLABORATION STRATEGIES AND INSTITUTIONAL HARMONY OF COMMUNAL LEADERSHIP IN DELTA STATE, NIGERIA

Abstract

Lim and Rashad (2012) sees collaborating style as approach to resolving conflict in the best solution or interest that are agreeable to all parties. It is commonly refers to as problem-solving style. Flanagan and Runde, (2008), observed that using the collaborating style, issues are attended to openly, frankly and neutrally by communicating with all the parties.  Montoya-Weiss et al., (2001) confirmed that one of the advantages of using this style is that all the parties in conflicts are usually happy with the final decision.Conflict is a natural part of life and also a natural part of school life. Organizations without conflict will act as possibly stagnant, apathetic, and non-responsive to the need for change. Conflict can serve a valuable purpose by encouraging imaginative solutions to problems. Conflicts call for time and management. Algert and Watson (2002) mentioned that managers invest more than 20% of their time on conflict management or resolution because failure to do so can lead to catastrophic results. Various scholars have explained disputes from interesting perspectives (Kinicki&Kreitner, 2006; Kinard, 1998; Robbins & Judge, 2011). While Kinard sees rivalry between individuals competing for resources, Kinicki and Kreitner and Robbins describe it as perceptions of opposing interests. Others (DeCenzo, 1997 &Bullin, 2001) often see conflict as a clash of expectations, ideals, ideas or personal interests. Similarly, Mullins (2006) argues that conflict is an action designed to hinder the achievement of the interests of some other individual. Obviously, conflict is a process that starts when one person perceives a threat or something that adversely affects what they care about.