Leadership
Silva (2016) explains leadership as the process of interactive influence that occurs when some people accept someone as their leader to achieve a shared common goal. The definition provided by Silva (2016) points out some crucial aspects. First, the author explains true leadership is earned from the acceptance of the followers. The author does not believe leadership as a position or a title that comes from power or authority, but it is an action the followers choose to take. Another important aspect noted by Silva (2016) in the definition is a shared goal. Leaders understand a group of people is needed for the effective achievement of goals. Therefore, leaders focus on a common goal that holds the group as a strong team. Also, the author does not mention the importance of personal traits in the definition and hence, leadership is earned from the acceptance of the followers. Sharma & Jain (2013) on the other hand explains leadership as a process of inspiring other to perform at the highest level and outperform the competition in order to achieve challenging goals. Unlike definition of Silva (2016), it lays more emphasis on inspiring the followers to perform better and harder. Moreover, it explains the leadership in a managerial style and involves perception of competition to outperform the competitors. However, both the definitions of Silva (2016) and Sharma & Jain (2013) stand common on two grounds. First, leaders influence their followers in the achievement of goals. Second, positions and titles do not make a true leader. Therefore, the definitions conclude leaders are the persons with vision and imagination and followers accept them as their leaders to achieve common goals.
2.1.1.2 Transformational Leadership
James MacGregor Burns (1978) defined TL as leadership style where leaders and their followers raise one another to higher levels of morality and motivation. The definition highlights the importance of relationship between a leader and followers. Motivating factor has been an important aspect according to the author. Burns (1978) explains commitment from the followers to achieve the goal can only be achieved when they are inspired and motivated. According to the author, transformational leaders rise above the power of authority and position and entails vision that incorporates followers’ sentiment as well. Ghasabeh et al. (2015) support the definition of Burn and explain TL in more detailed manner. Ghasabeh et al. (2015) shed light on critical role of employees’ attitude in adopting the changes as a result of leaders’ relationship with the employees. Moreover, the authors highlight the importance of TL in facilitating innovation and learning, teamwork, and development of the followers. Like previous definition, Ghasabesh et al. (2015) also emphasize the relationship of trust between a transformational leader and followers. Moreover, the authors explain the contribution of TL to acceptance of change by employees in organization. Rather than just focusing on the achievement of goals of organization, TL also focuses on the creativity of employees and development of their skills. Therefore, TL gives much importance to their employees. To sum up, both Burns (1978) and Ghasabesh et al. (2015) believe inspiration and motivation are the keys to influence their followers TL.
2.1.1.3 Conflict
Conflict is a pervasive phenomenon and cannot be avoided in general social environment and in profession interactions. Baron (2013) suggests conflict can be defined as a situation that exists because of opposing interests in people and the process in which parties try to stop the opposing views. Baron (2013) points out few important aspects in the definition. First, the author highlights opposition of interests and needs as the main factors contributing to conflict. In organizations, many employees with different backgrounds work together and have opposing interests. Consecutively, encounter of opposing interests during the interaction of employees creates conflicts. Another point highlighted by Baron (2013) in the definition is people trying to stop the opposing views that creates the tension in the relationship between employees. Contrarily to popular opinion, Tjosvold (2008) on the other hand explains the positive sides of conflict. The author explains that conflicts can bring positive outcome in organizations and benefit all. Tjosvold (2008) suggests cooperation in team members is an important element this process. The author explains discussion of issues in conflict plays important role in bringing positive aspects of conflict by resolving it constructively.
2.1.1.4 Conflict management
Saeed et al. (2014) suggest that conflict management as a process where practices to handle conflict are identified and resolved in a sensible, fair and efficient manner. The author explains that conflicts are inevitable part of organizations, and it is important that employees understand the nature of conflicts and reduce the negative aspects. Saeed et al. (2014) explain conflict management in a broader way and suggest several resolution styles: avoiding, accommodating, collaborating, competing, and compromising. In contrast, Tjosvold (2008) highlights conflict management as a cooperative way to resolve conflict. Unlike the previous definition suggested by Saeed et al. (2014), Tjosvold (2008) suggests cooperative approach to conflict management enhances the positive sides of conflict. The author points out open minded discussion as the most important element in conflict management approach where issues of conflicts are discussed. Discussion of issues in conflict and sharing of ideas from all the members in conflict resolution is a contribution of open-mindedness. Open-mindedness capitalizes the positive aspects of conflicts. Therefore, to sum conflict management is the process of reducing the negative aspect of conflict while increasing the positive aspects of conflict.
2.1.1.5 Team Coordination
Gorman et al. (2010) suggested a definition of team coordination as integration of actions and knowledge in attainment of common goals. The author explains team members use various strategies and patterns of behavior to achieve the shared goal. The definition of Gorman et al. (2010) sheds light to the interaction of the members. The quality of the interaction among the members determines outcome of team coordination. Better interaction in the employees contribute the sharing of various ideas, knowledge, and skills and enhances coordination. The interaction also facilitates in strengthening the relationship between the members that helps in understanding each other better. Bourbousson et al. (2015) also put similar opinion associated with team coordination. The authors explain understanding the skills of team members and allocating the task accordingly help in integrating the actions of team members. The use of different skills from the members contributes better team performance. When team members identify the abilities of one another, team members interact better, and team coordination is significantly enhanced.
2.2 Critical Review of Primary Literature Theory and Evidence
2.2.1 Leadership in Nepal
The culture in Nepal is a collectivist culture that has a respect for hierarchy. Culturally, Nepalese work for the greater good of the community, over personal gain (Rajbhandari et al, 2017). This means that in the workplace there is both a respect and acceptance for authority in leaders, but also the possibility for collaboration and teamwork. There is conflicting information regarding leadership culture in Nepal; that is on the one hand criticism that leadership is hierarchical and rigid and on the other hand, there is an openness towards TL styles. Overall, this is an area that is under-researched. Workplace culture expert, Hofstede (2021) describes culture through the lens of a six-dimension model: power distance index, ‘individualism/collectivism’, ‘femininity/masculinity’, ‘uncertainty avoidance index’, ‘long-term orientation versus short-term normative’ and ‘indulgence versus restraint’. According to this model, Nepal has a relatively hierarchical society where power lies in top level. In the Nepalese workplace there is a high-power distance, which means that top level management usually make decision without the participation of lower level (Khilji et al., 2015). This leads to a lack of effective leadership in organizations and has become one of the major reasons for problems faced by management in the country. As a result, employees tend not motivated in Nepalese corporations (Khilji et al., 2015). Another criticism of leadership in Nepal is that Majority of Nepalese CEOs do not foster flexibility and many resists change in organizations, which is the foundation of transformational leadership (Basyal & Seo, 2017).
However, Hofstede’s model (2021), also shows that the workplace culture in Nepal believes in collectivism and fosters strong relationships, where members have concerns for other members and conflicts are resolved by negotiation. The model indicates that Nepal has a fairly high degree of acceptance for new ideas and innovativeness, and this is demonstrated by more recent studies encouraging a more transactional and TL style (Upreti, 2016; Rijal, 2016; Shrestha, 2012). Uptreti (2016) found that Nepalese employees were still very motivated by a more ‘transactional’ reward system, but Rijal (2016) and Shrestha (2012) found that employees were very positive in having a more leader that demonstrated transformational behaviours.
2.2.2 Transformational leadership and its components
James MacGregor Burns in 1978 first discussed about the concept of TL in his book entitled ‘Leadership’ (1978). The author tried to establish a leader-follower relationship where leaders and their followers develop each other with high level of motivation. Transformational leaders have exceptional ability to influence the followers to achieve organizational goals. TL style is a leadership style where leaders inspire and motivate their followers to go beyond the individual goals and encourage the team working attitude to focus on collective goals, promote cooperation and coordination for the organizational success (DeGroot et al., 2000; Judge & Piccolo, 2004). This is accomplished by developing members, focusing on team building, and promoting innovativeness by TL.
TL focuses on both individuals and team building by motivating the employees to cooperate and coordinate with one another. In doing so, TL utilizes different skills possessed by the followers and coordinate them for enhanced teamwork (Mayr, 2017). Also, transformational leaders articulate the vision of the organization and explain its importance (Bass, 1985). Therefore, transformational leaders align individuals’ goal with organizational goal and persuade the team to focus on collective goals over individual goals (Al Khaled, 2018). Further, TL stimulates the followers intellectually and fosters creativity in encouraging employees to innovate new ways of working that will help growth of organizations. To support this Masood and Afsar (2017) identified the followers were inspired and motivated to resolve the conflict constructively and become creative in solving the problems The leaders also set the challenges to the employees and assign ambitious and challenging tasks which contributes to innovativeness. This contributed the employees to look beyond their capabilities.
Components of Transformational Leadership
Bass (1985) and Riggio (2006) suggested four components of TL which will be discussed in this section.
Idealized Influence
Avolio & Bass (2004) suggested that idealized Influence is one of the significant components of a transformational leader, which explains the ability of a leader to express the vision of the organization to the followers simply and understandably. The authors explain the effective communication and charismatic behavior of transformational leaders help the understanding of vision get across the followers. First, transformational leaders relate themselves with their followers while communicating the idea to the employees. They clearly communicate the desired outcomes and create a mental picture in the followers to gain their trust in achievement of organizational goals and vision. Second, charismatic nature of transformational leaders strongly and positively influences the followers that motivates employees look up to their transformational leaders as their idols. This contributes to understanding and acceptance of the vision. The followers associate the leaders with their mission and vision, which creates trust between the leaders and the followers and eventually vision of the organization is well understood.
Inspirational Motivation
Avolio and Bass (2004) suggested that inspirational motivation is another component of TL that explains the inspiring and motivating ability of a leader. This component describes the feature of transformational leaders to inspire, motivate and encourage their followers by prioritizing the essential tasks in an organization (Avolio and Bass, 2004). First, transformational leaders influence their followers and boost them to attain common goal of the organization. They set goals that are easy to understand, timely achievable, specific, measurable, and accurate. Clear goals motivate and encourage followers and help them absorb the idea of what and when should be attained. Leaders actively drive the followers with enthusiasm and encourage them in this process. Second, transformational leaders develop team spirit and set up higher expectation to keep them motivated. This inspirational nature of transformational leaders contributes to teamwork that generates positive energy and passion towards organizational goals in the employees (Bass & Riggio, 2006).
Intellectual Stimulation
Avolio and Bass (2004) suggested that intellectual stimulation component refers to the activation of creativity, innovativeness, ideas, and solution in followers. A transformational leader understands the importance of adoption of changes in the corporate vision because of changing environment. Transformational leaders can inspire the followers to embrace the change positively for the benefit of both organization and individuals. The followers are encouraged to challenge the ‘status quo and motivated to solve the problems in new ways. The new innovative ways of finding the solution add value to the organization. In this regard, the employees are driven to think out of the boxes. The leaders encourage the employees to move out of their comfort zone and challenge their beliefs, values, and imagination. The intellectual stimulation from the leader to followers may take at the individual level or the whole organizational level (Avolio & Bass, 2004).
Individualized consideration
This component describes the nature of transformational leaders in creating a supportive environment to understand their followers’ needs and supporting in achieving their goals (Bass & Avolio, 2000; Bass, 1985; Bolden et al., 2003; Mathew & Gupta, 2015). Because of empathetic nature, transformational leaders are always keen to understand their followers’ needs and development. They explore the needs of followers and support each of them to develop their skills and attain their full potential. They also instruct and mentor their employees to push their limits. In doing so, the leaders try to fulfill the employees’ individual goals while attaining the organization’s overall goal (Avolio & Bass, 2004).
2.2.3 Transformational leadership and individual members
Kearney et al. (2009) suggests the relationship between the transformational leaders and individual members determine the organizational success. Kearney et al. (2009) evaluated the importance of team members in an organization. Members in organizations play important role in achievement of goals. Transformational leaders need to motivate them because they are the most important part in organizations. There are various reasons for such assertation. First, when individual members are recognized for their contributions, they see their organization values and efforts to achieve the overall goal (Judge and Piccolo, 2004). As a result, members establish a sense of security that motivates them to keep up the good work. Further Kearney et al. (2009) explained appreciation of the team members’ hard work. The authors explained recognizing the skills, qualities, and experiences of team members boosts them positively and contributes to sound relationship between leaders and followers. Second, individuals feel related to the organization when their efforts are recognized. Employees feel a strong sense of belonging in the organization and take responsibility for decision making and attainment of goals. Contrary to this, Knippenberg et al. (2010) explained that skills, efforts, and ideas of individuals are not evaluated and appreciated in transactional leadership style. Another research conducted by Pieterse et al. (2010) also identified that leaders hardly recognized the efforts of individuals and emphasized more on productivity instead. However, the productivity of the individuals also increased under TL as well, but the team productivity was significantly high under transactional Leadership (Knippenberg et al., 2010). Wang et al. (2005) explains that transformational leaders can promote individual outcomes by creating an environment of trust and dyadic relation between employees and the leader themselves.
Gandolfi & Stone (2018) explained transformational leaders understand the individuals in organization have different skills and abilities and they should be utilized in achieving the goal in effective way. Kearney et al. (2009) has similar opinion and explain, members in organizations have different abilities, skills, and ideas and integration of these elements contribute significantly to team coordination. Kearney et al. (2009) also suggest transformational leaders are effective is such integration. Transformational leaders recognize individual skills, ideas, and qualities of individuals and manage them to bring better team coordination.
2.2.4 Transformational leadership and Teams
Huertas et al. (2019) evaluated that transformational leader are also better group levels. The author explained transformational leaders are equally found to be inspiring to the group of employees and colleagues and recognizing the efforts of individuals in an organization. Huertas et al. (2019) stated importance of interaction in the process. Frequent interaction between the leader and employees contributed to better understanding of the goals in teams that improved performance (Tjosvold, 2008). DeGroot et al. (2000) also explained similar finding that suggested TL as an effective leadership to manage teams which contribute to better understanding of the work and accelerated team efforts. Teamwork exists when the individuals interact with each other and take the job with a mutual responsibility (Pearsall and Ellis, 2006).
Research conducted by Judge and Picolo (2004), TL is the most important component in contributing the teamwork in an organization. There are various reasons in support of such statement. First, transformational leaders frequently stimulate the attitude of team members to ensure collaboration within the team in an organization. Jen and Bendersky (2003) explained that transformational leaders instill team building attitude in individuals and encourage them to participate in teamwork. The members are highly motivated and willing to cooperate and collaborate with other members. Second, transformational leaders encourage team working attitude by guiding employees towards greater levels of achievement. Members in team are motivated when transformational leaders present challenging tasks and encourage them to contribute beyond their capabilities. In support, Paolucci (2017) found individuals cooperated with each other and developed team commitment to complete challenging and high-level tasks.
Kammerhoff et al. (2019) found that TL fosters teamwork and contribute to better team performance. The authors explained cooperation in the team contributed to better interaction that led to sharing of skills and efforts from members. Zhang et al. (2011) had the similar finding. The research found significant rise in team performance when team members were motivated by transformational leaders to resolve conflict. Transformational leaders convince their employees to together in resolving conflict and have significant impact on the coordination of the team and eventually on the outcome (De Dreu, 2012). Judge and Piccolo (2004) stated that transformational leaders better understand to utilize the qualities of team members and integrate them to better perform and foster teamwork.
2.2.5 Influences of transformational Leadership on follower engagement
Breevaart et al (2014) argued that transformational leaders can influence their followers’ behaviors and attitudes towards work. The authors associated transformational leaders specifically with their unique capability to influence their followers to attain the vision, mission, and goals set for the organization. Deutsch (1973) also talks about the qualities of a transformational leader such as inspiring, motivating, and encouraging the followers by clearly articulating the organizational vision, mission, and goals. Transformational leaders attain the institutional objectives by promoting engagement with his/her employees. Employees are engaged with their transformational leaders as leaders focus on high order intrinsic needs, provide autonomy, and empower the followers (Meyer & Allen, 1997). Zhu et al. (2009) also explains transformational leaders influencing the followers to direct their efforts to achieve the goals of organizations. While engaging with the employees, the leaders transform the perception of the work and capabilities required by the employees and motivate them to perceive conflict as an opportunity (Tims et al., 2011). Zhu et al. (2009) suggests that transformational leaders widen the employees’ understanding of their responsibilities towards resolving conflicts by working close with them and increasing the engagement. Zhu et al. (2009) also opined that employee are motivated to involve in challenging tasks when a leader inspires the followers with the perception of their roles. The engagement between transformation leader and the employees helps tackle conflicts constructively.
On contrary to the above discussion of engaging relationship of transformation leadership Breevaart et al (2014) also pointed out the low engagement of transactional leaders with their employees. The authors explain reasons for such low engagement. First, transactional leaders use rewards-based system to get the employees working to achieve higher productivity unlike transformational leadership where they develop the followers into a potential leader. In transactional leadership, employees are focused on how fast they can work and reach the highest productivity rate. Second, transactional leaders do not provide autonomy in the workplace to their employees and are bound to work in a fixed system. Third, transactional leaders do not promote innovativeness and creativity. This explains transactional leaders are not focused on the development of employees which is also identified by Tim et al. (2011) which found low level of engagement between transactional leaders and employees because of much focus on productivity.
Jehn and Bendersky (2003) explain charismatic behavior of transformational leaders has a significant impact on the employees understanding of vision and the way they contribute to achieving organizational goals. Jehn and Bendersky (2003) suggests charisma of a transformational leaders can engage their followers in attainment of the vision effectively. The authors point out reason for such engagement. One reason is the ability of transformational leaders to empower their followers in instilling confidence in them to perform at high level. The other reason is the ability of transformational leaders to raise optimism and determination in achieving the vision of the organization. Wu et al. (2010) also suggests similar conclusion and strongly supports charismatic behavior of transformational leaders develops engagement with the followers. The authors explain followers are motivated and encouraged to follow the direction of transformational leaders because of their charisma. Transformational leaders, therefore, create a convincing vision for the organization and mentor, supervise and coach their followers to upgrade their skills and mold them to fulfil the vision (Sosik, 2006). Therefore, the follower’s engagement is very important to transformational leaders as it can ease the process of cooperation.
2.2.6 Transformational leadership and Conflict management approaches
Judge and Piccolo (2004) explains that transformational leaders motivate the members to teamwork and inspires to come together and break through conflicts and obstacles. The researchers highlight the importance of teamwork in resolving the conflict. Conflicts in organizations are complex that are difficult to be resolved at individual level and needs a greater teamwork. Tjosvold et al. (2005) explains many conflicts arise in the process of attainment of organizational goals. The authors highlight the importance of TL and their awareness that followers need inspiration, motivation, and encouragement to tackle the conflicts. Also, transformational leaders understand individuals’ self-interests need to be addressed while obtaining the organization’s goal to avoid further conflicts. The nature of disputes can vary, and so can the approaches to conflict management. Numerous studies have been conducted on conflict management approaches adopted by the leaders (Zhang et al., 2011, Marks et al., 2002; Tjosvold et al., 2005; Kammerhoff et al. 2019 Saeed et al., 2014).
Research studies have found the importance of TL in managing conflicts and enhancing team coordination (Sahu & Pathardikar, 2015; McKibben, 2017; O’Neill & Mclarnon, 2018; Tabassi, Abdulla & Bryde. 2019; Mello & Delise, 2015; Longe, 2015; Zhang et al., 2011). TL is crucial, especially when it comes to managing conflict and achieving the organization’s goal. There are various reasons for such assertation. First, transformational leaders have extraordinary capability to motivate and inspire both individuals and team and instill team working attitude which is pivotal in conflict resolution. Second, TL fosters the environment of trust and relationship building to meet common goals. Third, TL creates platform of openminded discussion for sharing innovative ideas to resolve conflict. Such discussion contributes to reducing the tensions in the interaction among the team members by creating an environment of appreciation and respecting the differences in the team (Zhang et al., 2011, Kammerhoff et al. 2019, Saeed et al., 2014). Therefore, these abilities of the transformational leaders significantly contribute to better conflict management.
Longe (2015) discusses adoption of various conflict management styles in organizational performance. The researcher adopted stratified random sampling and considered different approaches such as integrative strategies (collective bargaining, compromising, and accommodating methods) and non-integrative strategies (competing, dominating, and avoiding approaches). To the researcher’s findings, integrative conflict management strategies positively affected organizational performance, while non-integrative conflict management negatively affected organizational performance. The author explained the reasons for such finding. The researcher found team members cooperated and worked better in integrative approaches while non-integrative approaches did not facilitate cooperation and sharing of ideas between the members. Sahu & Pathardikar (2015) suggested similar results with Longe (2015) and concluded that transformational leaders adopted collaboration as the best conflict management style because it produced a win-win situation. Transformational leaders while instilling collaborating attitudes in members created greater integrity in the workplace. On the contrary to these findings on collaborating style to conflict management approach, Saeed et al. (2014) explained transactional leaders discourage cooperation and collaboration in team members and focus more on individual productive. Transactional leaders in this manner adopt compromising approach to manage conflict and contributed very little to team coordination, and eventually, team performance dropped.
Saeed et al. (2014) explained that managers who exhibited TL contributed significantly to team coordination. Leaders preferred to adopt integrating and obliging conflict management. Saeed et al. (2014) used questionnaire responses from middle-level managers to produce the conclusions and found the managers rated team coordination of the employees higher. Another reserach conducted by Mello & Delise (2015) discussed cohesion among the team members to resolve conflict in the team with diversity. The researchers found that conflict management adopted contributed to better cohesion among the employees and reduced the adverse effects of diversity, which significantly enhanced team viability. Mello and Delise (2015) pointed out competition among the team members with diverse backgrounds harmed the team coordination and team viability, thereby negatively affecting task performance. On contrary, Tabassi et al. (2019) found out that avoiding style to conflict management approach was positively related to team performance, especially in a project that involved multicultural team members. When conflicts were avoided, team members focused on goal achievement however, the relationship between the conflicting parties tends to become unhealthier as a result. Another research conducted by O’Neill & Mclarnon (2018) explained optimization of team conflict dynamics could significantly contribute to better performance, teamwork, and innovation. The research suggested better organizational design contributes to the cooperation among the team members in avoiding potential conflicts and reduce the possible situation of the competition among the members.
Saeed et al. (2014) explained that transactional leadership focuses on rewarding employees upon the completion of work unlike transformational leadership, where leaders go beyond just the exchange relation and support and develop their followers. Saeed et al. (2014) explains transactional leaders focus more on productivity and less on conflict resolution. Under such leadership compromising approach to conflict resolution was adopted. Decision of conflict resolution favors members in higher position. Saeed et al. (2014) also explained subordinates avoided conflicts to minimize its negative aspects. However, on the other hand transformational leaders take conflict as an opportunity to increase cohesiveness among the employees by providing a platform to discuss issues in conflict (Zhang et al., 2011). Doucet et al. (2009) found result in against TL and concluded inspirational motivation attributes of TL harm cognitive conflicts in the employees. Further the authors explained individualized consideration attributes of transformational leaders negatively influenced relational conflict in leader-employees relation. The employees with skills and knowledge preferred autonomy and did not wanted to be directed, which resulted in the relational conflict between leaders and employees.
The above discussion about past studies and findings suggests that conflict management is crucial in contributing to team coordination. The debate specifically emphasizes that team conflict resolution can lead to better team coordination when team members cooperate to resolve the conflict. On the other hand, when team members compete to achieve their self-interests, team coordination in the team significantly drops. The role of the TL is a significant factor that determine the level of interaction among the individuals and how conflicts are managed (Deutsch, 1990; Tjosvold and Yu, 2007). The cooperative and collaborative conflict management style focuses on satisfying the concern of everyone through an assertive and cooperative approach (Sahu & Pathardikar, 2015). McKibben (2017) explains that individuals competing for conflict management are uncooperative, pursue one’s concerns, and neglect others’ needs. In addition, individuals find the middle ground to balance the needs of both parties in a compromising approach to conflict management. In contrast, one party in a conflicting situation satisfies the other party’s concerns or needs at the expense of the former’s needs (Momanyi & Juma, 2016).
2.2.7 Transformational leadership and cooperative conflict management
Zhang et al. (2011) explains the importance of transformational leaders in creating an environment of collaboration and cooperatively resolving conflict. The researchers describe the commitment of transformational leaders in resolving the conflict cooperatively are reflected in the creation of vision, supporting the individuals, and team playing attributes. First, to ensure cooperation among the team members, transformational leaders focus on cooperative goals of the organizations. The vision of an organization carries the spirit of the team members and the organization as a whole. Therefore, team members take ownership of the goals as these goals reflect the individual identity too. Cooperative goals promoted by transformational leaders convince the team members that conflict in an organization is a common problem that requires mutual understanding from the team members to resolve the conflict (Tjosvold, 2008; Sahu & Pathardikar, 2015). Research also revealed that every individual in a team achieved their individual goals where conflict was taken as a common issue in the process of conflict resolution. (Alper et al., 2000; Chen, Liu & Tjosvold, 2005; Tjosvold, 2008; Tjosvold et al., 2006; Sahu & Pathardikar, 2015; Saeed et al., 2014). Tyler and Blader (2003) explained that transformational leaders relentlessly make the team members aware that their self-esteem and self-worth are determined by their cooperative involvement in conflict management, which also determines the success and failure of teamwork. Hence, transformational leaders frequently remind individuals to cooperate with other team members during conflicts and convince them that achieving a common goal facilitates attaining individual goals.
Second, teamwork is highly motivated by transformational leaders because of their ability to identify individuals’ skills and expertise and assign tasks accordingly (Parayitam & Papenhausen, 2018; Zhang et al., 2011; Kammerhoff et al., 2018; Longe, 2015). Moreover, transformational leaders develop and foster the team to argue with reasons and evidence thereby, promoting intellectual thinking (Podsakoff et al., 1990; Zhang et al., 2011). Members in team resolve the conflict by deliberative process, which eventually contributes to the conflict resolution most cooperatively. Chen et al. (2005) found team members were found highly motivated to resolve the conflict in the most deliberative way as it entails the process of using reasons and evidence. Also, Sahu & Pathardikar (2015) found employees coordinated better after the outcome of a conflict, which the employees resolved by an integrated approach. Research conducted by Mahembe & Engelbrecht (2013) also found that the shared vision created by TL significantly drove the team to work cooperatively.
Second, the ability of transformational leaders to engage with the followers helps built cooperating environment and resolve the conflict (Parayitam & Papenhausen, 2018; Zhang et al., 2011; Kammerhoff et al., 2018). TL influence followers to help followers carry the character of group value. For example, transformational leaders engage the team to discuss the issues in conflict and collaborate to find out solutions that benefit all the team members. The leaders create the platform to discuss such issues, and everyone is inspired and stimulated for cooperation and teamwork. Studies conducted by Alper et al. (2000) and Chen et al. (2005) support this assertation. The research has shown transformational leaders stimulated the individuals for a cooperative approach to the conflict and resulted in the members’ and leaders’ agreement. Another research conducted by Sahu & Pathardikar (2015) concluded that the ability of transformational leaders to understand followers’ feelings and supporting them encouraged team members to collaborate in resolving the conflict. However, employees did not cooperate and work together in resolving the conflict under transactional leadership, a research investigated (Longe, 2015). This is because transactional leader focuses more on the relationship of exchange between leader and followers where higher productivity was rewarded.
2.2.8 Transformational leadership and competitive conflict management
Studies have found a negative relationship between TL and the competitive approach of managing conflict (Zhang et al., 2011). Transformational leaders are the adhering actors in a team-based organization. Cha et al. (2015) suggests group that lack TL are likely to have a workforce with little teamwork attitude and behaviors. The absence of transformational leaders in the organization results in the lack of development of collective goals and group attitude. In opposition to the social identity theory (Ashforth and Mael, 1989) and group value model (Tyler, 1989), the team members become unable to identify their goals within the organizational goals. When the leaders do not possess TL characteristics, the individual members do not have the space to develop themselves and are focused more on productivity. This eventually results in an exchange relationship between the leader and the followers (Blau, 1964; Coyle-Shapiro and Conway, 2004). Under such type of leadership, individuals will try to fulfill their self-interest and neglect other individuals’ interests. With the emphasis being put more on individual goals, the commitment to the collective goals becomes less.
Fiaz, Su & Saqib, (2017) suggests team members’ tendency to fulfill their own individual goals will create obstacles on other individuals’ paths to achieve their goals. This mainly creates the conflict of destruction. Ego, negative attitude, and jealousy of the individuals are likely to overtake the working environment at the expense of a common goal. A conflict that occurs under this leadership will likely be taken to fail other individuals (Andriani, Kesumawati & Kristiawan, 2018). Research had investigated that when individuals struggled to win for their benefits, a win-lose situation was produced (Tjosvold, 2008; Tjosvold et al., 2006). Individuals were found to compete to dominate the situation and avoided listening to their counterparts in conflict. Also, Alper et al. (2000) and Chen et al. (2005) found a lack of openness to resolving conflict, and parties build obstructs and obstacles to resolve conflict in the absence of TL. The members were inflexible, which led to the imposition of solutions by powerful members. On contrary, under TL teamwork is highly regarded and appreciated. The efforts of the members of the team are evaluated and rewarded with challenging tasks and appreciation. Zhang et al. (2011) investigated team members achieved their goals while achieving the organizational goals without obstructing the individual goals of others. Also, the members focused on team effort as they were aware that creating obstacles in achieving organizational goals and others’ goals are not rewarded in TL. Sahu & Pathardikar (2015) found team members developed an understanding attitude and collaborated well under TL. Zhang et al. (2011) also explained that team members avoided destructive approaches under TL since there is an environment to openly discuss conflict issues.
Cha et al. (2015) explained members in the team develop an individual-centric attitude in lack of TL. The team spirit in the organization declines when it lacks proper direction. Coyle-Shapiro & Conway (2004) explained that the individuals were not focused on achieving the organizational goal because of lack of TL. The members were more concerned about their individuals’ interests at the time of conflict. Also, Zhang et al. (2011) explained members prioritize their self-interests in absence of TL.
In contrast to making the comparison of cooperative and competitive conflict management approaches and exploring to conclude one is better than another, many studies suggest both these conflict management goals can be adopted by the team members (Zander, 1979; Deutsch, 2011). This supports the idea that team members can resolve the conflict by adopting competitive and cooperative conflict management styles. Therefore, these conflict management approaches are regarded as alternatives in real working organizations rather than two extreme opposite edges despite these approaches being inversely correlated to one another. Competition and cooperation both do coexist in the working environment, and organizations can have competitive employees collaborating to achieve the corporate goals (Bengtsson and Kock, 2000; Al Khajeh, 2018; Khanna et al., 1998; Parayitam& Papenhausen, 2018).
2.2.9 Cooperative conflict management and team coordination
Parayitam & Papenhausen, (2018) evaluated cooperation in team members is the most important element in conflict resolution in order to produce constructive outcome. As such, TL is effective in fostering the teamwork by motivating individuals and team (Zhang et al., 2011). Alper et al. (2000) explains transformational leaders facilitates in discussion of conflict issues to foster the cooperation in the team. Such discussion includes the quality interaction between the employees. This leads in generation of different ideas and suggestions that can be integrated to resolve conflict constructively. Cooperative conflict management fosters healthy relationship between the members and contributes to future coordination of the employees (Alper et al., 2000; Zhang et al., 2011).
Zhang et al., (2011) suggests better communication can significantly enhance cooperation among team members and contribute to better conflict resolution under cooperative approach. The researchers further explain communication helps in expressing the one’s own thoughts and prevent misinterpretation and cultivate genuine compassion for conflict resolution. Jain & Duggal (2018) have similar thoughts as Zhang et al., (2011) and explains workplace that facilitates communication and sharing of knowledge provides autonomy to the employees that motivates members to cooperate. Employees were highly motivated by transformational leaders, and team members communicated better and enhanced team harmony. In support to this finding, Zhang et al. (2011) also found a positive relationship between team coordination and team performance.
Bell (2007) suggested that teams were benefited with high performance when members cooperated in integrating ideas and knowledge. It was identified that productivity of team was enhanced because the employees interacted well and shared diverse ideas in the process of cooperation. Tjosvold & Su (2007) also concluded that the group performed well when the members took issues as a mutual problem to be solved. The researchers explained the attitude of employees to take conflict as a mutual problem generated the sense of responsibility in every member that drove them to cooperate and interact better. Similar results were found when team members in collaborative culture worked together to resolve conflict with greater sense of teamwork, team coordination increased significantly (Lin et al., 2010; Luo, Slotegraaf & Pan, 2006).
2.2.10 Competitive conflict management and team coordination
In contrast to cooperative approach to conflict management, Zhang et al. (2011) suggested competition among the team members to resolve conflict negatively affects team coordination. The researchers noted the reasons for such negative effects. Zhang et al. (2011) explained integration of ideas, knowledge, and efforts was difficult between team members when they saw each other as a competition. Further, team members prioritize self-interest that obstructed others’ from achieving their goals. Zhang et al. (2011) also explained when the team members saw each other as competitors in managing the conflict, members in the powerful position were benefited, often neglecting potentially valuable ideas and suggestions from other team members. Zhang et al. (2011) concluded neglecting valuable ideas and suggestions degraded the interaction between members, which significantly affected the team coordination negatively. Like Zhang et al. (2011), Cao & Tjosvold (2011) also noted significant drop in team coordination The researcher stated that issues of conflict were not discussed which resulted the lack of understanding of the goals and views of other members. Tjosvold et al. (2004) also concluded a significant lack of coordination and teamwork was found when the team adopted the competitive conflict management approach. Tjosvold et al. (2004) concluded competition in team members leads to unhealthy interpersonal relationships that affects the communication for future coordination in achieving common goals.
The discussion above demonstrates that in a competitive management approach, the focus of members is on personal goals. Mahembe & Engelbrecht (2013) highlighted the findings on attitude of members who adopted competitive approach to conflict management. The authors found that individuals held their interest at the stake of the company’s objectives due to their competitive attitude and members developed demanding attitude. Mahembe & Engelbrecht (2013) concluded group cohesion and cooperation between members dropped when employees developed competitive attitude. Lin et al. (2010) also concluded similar findings and found job effectiveness dropped with increase in competition among the members.
2.2.11 Team coordination and team performance
Marks et al. (2011) suggest team coordination and team performance are very closely related to each other, yet these are two entirely different constructs. Marks et al. (2011) refer team coordination to the ability of team members to collaborate and integrate their ideas, knowledge, and efforts to achieve a specific goal, while team performance is the degree of task or goal achieved by the team. De Dreu (2012) and Dionne et al. (2004) also put similar opinion and identifies cooperation and collaboration among the employees are important aspect in enhancing team coordination and performance. Many studies concluded positive relation between team coordination and team performance (Zhang et al., 2011, Marks et al., 2002; Mathieu and Rapp, 2009; Pearsall and Ellis, 2006; Tjosvold et al., 2005; Kammerhoff et al. 2019, Saeed et al., 2014). Related research explains a better level of team performance is achieved when the team members work with harmony and better coordination (Marks et al., 2002; Mathieu and Rapp, 2009; Pearsall and Ellis, 2006; Tjosvold et al., 2005). Sahu & Patardikar (2015) found a significant increase in team performance was enhanced transformational leaders promoted coordination in the team.
Zhang et al. (2011), Tjosvold et al. (2005), and Kammerhoff et al. (2019) also found a significant increase in team performance with increased coordination because of cooperative approach to conflict management. In their reseach, the team coordinated constructively in conflict resolution, which capitalized on the positive aspects of conflict and benefited all with rewarding mutual outcome. Zhang et al. (2011) identified positive attitude in resolving conflict resulted in better coordination among team members. As such, employees shared ideas, skills and knowledge in conflict resolution and integrated them to achieve best output for all during conflict resolution. Ma (2007) on the other hand, suggests competitive conflict management has significant negative relationship with team coordination and performance. The research explains competition between the employees to fulfil the self-interest leads to the destruction of shared common goal. With focus on self-interests, the tension in relationship between employees rises. This competition leads to unhealthy relationship between members that results in incoordination and decreased team performance (Ma, 2007).
2.3 A Critical Review of Secondary Literature Theory and Evidence
2.3.1 Leadership and motivation
Braun et al. (2013) explained the role of a transformational leader as one of the critical factors in achieving goals and boosting the energy of employees. Most organizations have admired transformational leaders as it results in better team performance and job satisfaction. Braun et al. (2013) evaluated in his research followers are committed to producing a high performance to achieve the organization’s vision and enjoy taking part in making decisions. Employees are motivated as transformational leaders foster teamwork, encourage individual members to contribute their energy as a team, and instill team coordination. Braun et al. (2013) found significant job satisfaction among the team members working under TL. Unlike Braun et al. (2013), Suwandana (2019) showed a lack of the commitment in employees under transactional leadership. The researcher identified the actions of transactional leaders such as favoring the high productive employees and rewarding them discouraged employees. Also, the employees in high position were always benefited than employees working in lower level. This significantly dropped the level of motivation in employees and the attainment of goal was ineffective. In contrast to Braun et al. (2013), high employee turnover was seen in the reserach conducted by Hyson (2016), where the leader applied a transactional approach. The researcher found the employees in modern organizations were found to be less motivated by the monetary rewards. The focus of a transaction leader is on productivity of the employees, and they interact less with them. The research explained the employees experienced less related to the job and were neglected by the leader. The lack of motivating attitude in transactional leaders such as individual considerations and developing them significantly dropped the motivation in employees and resulted in employee turnover.
Another research conducted by Buono and Kerber (2010) the role of leaders in motivating employees during conflict resolution process. This researcher explains how employees are encouraged and inspired to work in organizations to deal with the rising competition and environmental change. The paper discusses how change can create tensions in employees, creating a conflicting environment and significantly affecting the motivation level in employees. Buono and Kerber (2010) explains transformational leaders are regarded as one of the desired effective leadership styles in keeping the employees motivated in difficult times to handle change in organizations. Transformational leader can create a vision that incorporates the change in the organization and achieve the desired goals. However, interpersonal conflict at work can arise and are an inevitable part of organizational change. As such, transformational leaders can encourage the employees to go beyond the barriers of change and break the status quo and embrace the advantages of organizational change. Buono and Kerber (2010) indicated that organizations were benefited from increased innovation, employee participation, and flexibility as a result of transformational leaders’ motivating attitutde. In contrast, Kuipers et al. (2014) found organizational change significantly affected teamwork negatively in public organizations. TL in these public organizations did not seem to make an impact on motivating the employees to resolve conflict of change. The team members were found to be protecting the old working system with the fear that new change might be a threat to them. The team members’ negative attitudes change was not affected by the motivating behavior of transformational leader. The research showed employees had very little job satisfaction, and less teamwork was observed due to being reluctant to the change.
2.3.2 Leadership and different conflict management approaches
Afsar et al. (2017) focused on broad conflict management approaches and failed to explore cooperative and competitive conflict management approaches. The researchers found that conflict management styles like integrating conflict management and collaborative conflict management were found to be positively related to team coordination. Also, the team members shared their skills and knowledge to resolve the issues and coordinated well to perform the task. On the other hand, job satisfaction in team members was observed very less when the transformational leader used competitive and avoiding approaches to resolve conflict. Also, Friedman, Tidd, Currall, & Tsai (2000) concluded that the adoption of dominating or avoiding conflict management style brings a high level of conflict in task that further brings stress and tension in the relationship between the employees. This explains how avoiding conflict will can be destructive for the organizations. On contrary, Tidd & Friedman (2002) found out the results in favor of avoiding conflict management style. The research suggested that when conflicts are not taken seriously and avoided, they do not affect goal achievement. Instead, the leaders should improve the process and system in organizations to be more productive and worry less about conflicts.
Stanley (2004) found that transactional leadership styles mostly prefered avoiding conflicts as they can affect the productivity of the employees while laissez-faire leadership and transformational leadership exhibit collaboration and accommodating conflict management because of their teamworking attitude and fostering autonomy in workplace. The reserach explained competition was observed significantly while the quality interaction rarely occurred when transactional leaders managed the conflict by avoiding and competing to resolve conflict. On the other hand, there was a high level of teamwork and a high level of team performance when transformational leaders adopted collaborating conflict management. The researcher identified employees were highly motivated by team cohesion and freedom to work that contributed significantly to interacting issues and ideas without any hesitation. To support this, Cai and Fink (2002) found that compromising and integrating conflict management styles were preferred by collectivist cultures while individualist cultures preferred avoiding style. Like Cai and Fink (2002), Wong, Wei, et al. (2018) found that people with individualist values adopted competitive conflict management while people with collectivist values followed cooperative conflict management. Therefore, it explains that an organization with a teamwork culture prefers cooperating conflict management while an individualistic approach prefers a competitive approach to conflict resolution.
Mahembe & Engelbrecht (2013) explored the conflict management approach in Bass’s three-dimension model of leadership. Transactional, Laisses-faire leadership and were evaluated in this model. Transactional leadership style was found to be the most effective leadership in bringing the team together as leaders encourage and promote collective task, realign followers’ value to foster group culture and empowers the employees to work independently. In similar context, a research conducted by Zhang et al. (2011) explained the relationship between conflict management and TL and found a significant impact on team coordination. Cooperative approach was adopted to conflict resolution where everyone participated actively to resolve the problems constructively. The reserach was conducted on the large telecom industry prioritizing the commercial sector. Other studies such as Burke & Ng (2006), and Dionne et al. (2004) also agree that TL contributes significantly to cooperation of employees during conflict resolution process
2.4 Research Problem Theory and Synthesis
Research have been conducted on conflict management styles to understand the impact on team coordination and performance (Alper et al., 2000; Chen, Liu & Tjosvold, 2005; Tjosvold, 2008; Tjosvold et al., 2006; Sahu & Pathardikar, 2015; Saeed et al., 2014, Zhang et al., 2011). These studies primarily revolve around the general perspective of conflict management, illustrating the definition and types of conflict management approaches, their importance, and the processes in conflict resolution. Negative aspects of conflict such as work disruptions, decreased productivity and employee turnover were focused more. In contrast, review of literature noted very few numbers of research have been conducted that explained the cooperative conflict resolution style under TL (Zhang et al., 2011 & Kammerhoff et al., 2019). Moreover, limited studies were conducted to understand cooperative conflict resolution approach and its contribution to team coordination in nonprofit organizations. To the researcher’s knowledge, interestingly no such research was conducted in context of Nepalese NPOs.
Findings on leadership styles from previous studies
Studies revealed conclusions that employees are highly motivated and inspired under TL (Alper et al., 2000; Chen, Liu & Tjosvold, 2005; Tjosvold, 2008; Tjosvold et al., 2006; Sahu & Pathardikar, 2015; Saeed et al., 2014, Zhang et al., 2011). Podsakoff et al. (1990) discussed behaviors of TL that play crucial role in motivating the employees. In organizational context, employees are important part in fulfilling the objectives. Research have found TL as an effective leadership style to motivate employees because of their charismatic character, ability to articulate the vision, understanding the needs of employees, developing skills in them and by being a role model (Podsakoff et al., 1990; Zhang et al., 2011) To support, Judge & Piccolo (2004) confirmed TL drives inspiration in employees that encouraged them to put extra effort to achieve common goal. Moreover, Bass & Avolio, (1994) found employees were boosted to attain the goal and achieved a high level of motivation when TL fostered an environment of cooperation. Carless et al. (2000) also found transformational leaders put effort in conveying the goals clearly, developing staff, supporting them, and encouraging them to be innovative. This helped the employees to understand the objectives and were motivated to perform creatively for the successful attainment of organizational goals.
Unlike transformational leadership where members are motivated to high level, leadership such as transactional leadership and autocratic leadership are rigid that discourage creativity of employees and put less emphasis in the development of relationship with followers (Al Khajeh, 2018). Autocratic leaders do not involve employees in decision making and transactional leaders put emphasis in reward system. Al Khajeh, (2018) explained such attributes of autocratic and transactional leaders discourage employees as they feel disconnected for not being involved in decision making process and eventually become apathetic. Similarly, Dartey-Baah (2015) explained reward system does not motivate all employees and often transactional leaders make comparison of productivities between employees. Such comparison often turns subordinates against each other. To support, studies conducted by Khan (2017) and Khan et al. (2015) found employees’ creativity was significantly discouraged by transactional leaders that put emphasis on productive hours of the staffs. In contrast to these findings, Boerner & Gebert, (2012) concluded orchestral conductor as a transformational leader contributed to creativity and innovativeness among the members. Boerner & Gebert (2012) also suggested that transformational leaders supported the performers in attainment of personal goals and were empathetic most of the time. Tims et al. (2011) concluded Transformational leaders continuously improve team process and skills and capacity of the employees and team to innovate new ways to solve problems to cope up with changing environment. Such attributes of transformational behaviors significantly motivated and inspired employees.
Boes and Howell (2009) suggested quality engagement of TL with the followers contribute to team viability. In support of this statement researchers identified transformational leaders’ ability to smoothen the social climate in the workplace enhances team interaction which in turn increases the quality of group activity (Boes and Howell, 2009). Gumusluoglu & Ilsev (2009) had a similar finding to Boes and Howell (2009). The researchers explained improvement in the team process created better interaction for sharing ideas, skills and knowledge easier and better and this significantly contributed to team coordination positively (Gumusluoglu & Ilsev, 2009). Based on the above-discussed theory and findings, this research expects TL is the most effective leadership in facilitating cooperation among employees. Therefore, transformational leadership theory best fit in promoting cooperation among the employees.
Findings on conflict management styles and team coordination
TL has been admired by most in organizations as it results in better team performance and job satisfaction (Braun, Peus, Weisweiler & Frey, 2013). However, review of literature shows lack of the research on conflict management under TL. Leaders are discovering new sustainable approaches to deal with the increasing sophistication and conflicts (Buono & Kerber, 2010). One such new approach to conflict management was studied in research conducted by Zhang et al. (2011). The researchers found that cooperation between the team members during the time of conflict has significant impact in the future team coordination. Zhang et al. (2011) explained transformational leaders are effective in enhancing the cooperation between the employees by encouraging them to discuss the issues in conflict. Saeed et al. (2014) and Parayitam & Papenhausen (2018) found similar findings where transformational leaders used integrating approach to resolve conflict and members were found to be very supportive to one another. However, Hyson (2016) conducted a research to evaluate the impact of transactional leadership in the coordination of team. Unlike Zhang et al. (2011) and Saeed et al. (2014), Hyson (2016) found high employee turnover was observed under transactional leadership. Hyson (2014) explained transactional leaders adopted competitive approach to resolve conflict where employee in higher position dominated the resolution process.
A study conducted by Zhang et al. (2011) was crucial, but it focused on the large telecom industry prioritizing the commercial sector. Saeed et al. (2014) focused on broad conflict management approaches and failed to explore approaches like cooperative and competitive conflict management. Tyler and Blader (2003) also explained transformational leaders contributed to the volunteer’s satisfaction in the work activities in the nonprofit organization that enhanced the volunteers’ performance. However, Tyler and Blader (2003) did not explore the conflict in their research. A review of literature shows needs for further study in conflict management and team coordination in nonprofit organizations. Therefore, based on the above-discussed theory and findings, the research theorizes cooperative approach to conflict management promotes team coordination while competitive approach degrades team coordination. It is expected in the study that TL fosters cooperative approach to conflict management to enhance coordination in the team. Hence, transformational leadership and cooperative approach to conflict management remain main theories in this study.
2.5 Development and Justification of the Theoretical Research Framework
After the rigorous readings of previous research papers and literature review, a framework has been established for this study that helps to understand how cooperative approach to conflict management contribute to team coordination under TL. According to the discussion presented in the literature review, transformational leaders are motivators, and the followers regard them as role model and source of inspiration (Eliyana & Ma’arif, 2019). This research will adopt some of the characteristic features of transformational leaders discussed in past literature (Podsakoff et al., 1990; Zhang et al, 2011; Buil, Martínez & Matute, 2019). The characteristics involve 1) articulation of vision, 2) providing an appropriate model, 3) fostering the acceptance of group goals, 4) high-performance expectations, 5) providing individualized support, and 6) intellectual stimulation (Podsakoff et al., 1990; Zhang et al, 2011). These attributes of TL are discussed in this section. The behaviors of transformational leaders inspire and encourage their followers resolve conflict in a cooperative way and contribute to better team coordination.
For the convenience and clarity purpose of this study, three variables: TL behaviors, cooperative approach to conflict management and team coordination are considered. The framework for this study is shown in fig .1 below.
Transformational Leadership Framework
The above theoretical framework in the figure. 1, maps out the direction of this research. The framework is developed for this study to determine the impact of TL in an organization. The theory of this research describes better team coordination in an organization is achieved when the conflict is managed cooperatively under TL. The specified characteristic features of the transformational leader help the individuals in the team building attitude and eventually contribute to better team coordination. The below paragraphs will explain and discuss the variables that justify the development of this framework.
Transformational Leader Behaviors
Podsakoff et al. (1990) suggests six core behaviors of transformational leaders. These leadership behaviors have been highly admired and followed by many.
Articulation of vision
This behavior of a transformational leader explains the leaders’ attribute to identify and capitalize on new opportunities for the organization and creating a vision. The vision developed for the future is articulated among their followers that inspires and motivates them to work as a team (Podsakoff et al., 1990). The vision of the organization corporates and reflects the goals of every individual and encourages teamwork. TL inspire the followers and gain commitment to achieve the common goal.
Providing an appropriate model
This behavior of a transformational leader establishes an example for their followers to align the interest of followers with the leaders’ values (Podsakoff et al., 1990). The followers trust and respect their leader and vision because of their ideal and exemplary behavior. Followers feel proud and related to the leadership and work with enthusiasm to achieve the desired organizational goal.
High-performance expectation
This behavior of a transformation leader portrays the leader’s expectation of high quality and excellence in performance from the followers (Podsakoff et al., 1990). Transformational leaders have the extraordinary ability to encourage the team members to achieve excellent output and produce more than expected (Polychroniou, 2009). Therefore, team members are more dedicated to work in creating new ways of working, and as a result, team effectiveness would be better (Strauss, Griffin, & Rafferty, 2009). A research found out that TL significantly contributed to employee commitment, team coordination and team performance (Judge and Piccolo, 2004).
Fostering the acceptance of group goal
This behavior of a transformational leader is focused on fostering coordination and cooperation among the followers to promote teamwork in achieving the organization’s common goal (Podsakoff et al., 1990). Transformation leadership inspires the followers to rise above the individual interest and concentrate and work on common goals performance (DeGroot et al., 2000; Judge and Piccolo, 2004). Transformation leaders resolve conflict by promoting a common purpose for the organization that essentially binds the individuals’ goals into the organizational goals. This reflection of individuals’ goals in common goal fosters the commitment from the individuals to achieve a common goal (Lim and Ployhart, 2004). These leaders help the members identify and relate themselves to the team, enabling them to contribute their effort in the creation and ownership of collective goals (Bass, 1985).
Providing individual support
TL creates a supportive environment to understand their followers’ needs and supporting in achieving their goals (Bass & Avolio, 2000; Bass, 1985; Bolden et al., 2003; Mathew & Gupta, 2015). Empathetic nature of a transformational leader suggests the concern for their followers, and respect and understand the needs, emotions, and feelings of the followers (Podsakoff et al., 1990). This reflects the belief that transformational leaders genuinely care for their followers and support their well-being and this behavior motivates followers to achieve common goals.
Intellectual stimulation
The intellectual stimulation behavior of a transformational leader describes leaders’ character of challenging the followers to see and examine the issues differently and find out how they can be solved or performed (Podsakoff et al., 1990). Transformational leaders encourage followers for an independent and innovative way of thinking. Team members are encouraged to integrate discussions about the issues in the organization and integrate ideas and information collected from all the team members (Johnson et al., 2000). Transformational leaders stimulate team members to think rationally and critically, and this helps the members understand the thinking, ideas, perspective, and reasoning of other members (Podsakoff et al., 1990). This brings the team members closer to work and enhances team coordination.
Cooperative conflict management
Zhang et al. (2011) explains team members work together to solve the issues of conflict constructively in cooperative conflict management and yields positive outcome. All the members involved in conflict are benefited without negatively affecting the organizational goal in cooperative conflict management. This process further strengthens the relationship of members in the team to achieve the organization’s common goal. Parayitam & Papenhausen, (2018) explains members in team coordinate and use ideas, skills, and knowledge to find out solutions to the problem through open-minded discussions. Cooperative conflict management helps to understand every individual’s perspective, thereby strengthening the relationship between the individuals (Tjosvold & Su, 2007). Research also explains conflict resolution yields positive outcome when leader and followers take conflicts as a mutual problem (De Dreu, 2012; Tjosvold, 2008; Zhang et al., 2011). Team members openly discuss any issues regarding conflict when they perceive conflict a common problem. Research conducted by Schotter & Beamish (2011) also suggested that when conflict issues are carefully and openly discussed all the parties involved are benefited.
Team coordination
Banks et al. (2016) explains team coordination as the degree to which members in the team can cooperate, collaborate, and integrate each other’s knowledge, experiences, ideas, skills, and efforts to achieve a specific objective. This research will examine the relationship between cooperative conflict management and team coordination. A cooperative approach to conflict management practices facilitates productive discussion on conflict issues by deliberative process where evidence and reasons are used. This enables team to capitalize strengths and skills for better decision-making (Alper et al., 2000). Moreover, such discussion reduces any inter-personal tension between the members and strengthen the relationship further (Tjosvold et al., 2004). This fosters the environment of trust among the members and contributes social support for one another (Tjosvold and Su, 2007; Tjosvold et al., 2005). A strong trust among the employees facilitates better coordination and collaboration among the team members for future. Therefore, the research expects cooperative conflict management approach contributes to better team coordination.
2.6 Research Problem Gap
Conflict is inevitable and often occurs in the organizations. People from different backgrounds work together and interact to accomplish organizational goals (Bourbousson, 2015). Because different people work together, the differences in the individuals’ attitudes, ideas and changing environment are some of the reasons of conflicts. Generally, employees in organization perceive conflict as a negative element as they can erode the strength of relationships between the employees (Jungst & Blumberg, 2016). However, conflicts do not necessarily harm organizational performance and output when handled carefully. They can be productive to an organization when handled carefully by both the leader and the employees involved (Wallensteen, 2018). One such example is a cooperative conflict management approach that resolves conflict to achieve a mutual benefit. This approach facilitates team members cooperate in resolving the conflict constructively under leadership such as TL. As a result, better team coordination and enhanced team performance are achieved when conflict is managed constructively (Zhang et al., 2011).
After the careful review of literature, discussion of TL and conflict management on Nonprofit organizations was evaluated and explored critically. The review led the research to identify two gaps in research. One gap identified by the researcher was that several research studies have been conducted under the topics such as leadership and conflict management styles however, there have been very limited number of research conducted in context of Nepal. The main reason behind this is the fact that the concept of leadership in Nepal is still young. Moreover, big organizations and leadership concepts are more prominent in developed countries like USA, Australia, China, India and so on. There are many studies that could be found in the developed counties mentioned above. However, the study related to leadership in nonprofit organizations in Nepal are limited. Therefore, the goal of this study is to fill the gap of literature by conducting the study on leadership in NPOs in Nepal.
Another gap that was identified by the researcher was no study was found covering the concept of cooperative conflict management approach on nonprofit organizations in Nepal. There were several studies that discussed about different conflict management styles such as integrating, avoiding, collaborating, compromising, and accommodating conflict managements. However, the concept of cooperative conflict management has not been studied on NPOs in Nepal. This study therefore aims in filling this gap as well by studying and exploring the cooperative conflict management approach in Nepalese NPOs. This study is expected to fill the gaps identified in the related topics and will provide information and empirical evidence for future researchers which could be used to understand the leadership style in managing the conflicts in NPOs.
To add more, the education system and institutions in Nepal put less emphasis on research work. Nepal being a least developed country still is developing in the field of education and knowledge. Therefore, this study adds to the knowledge of Nepalese leadership and management. Moreover, this study in NPOs is very crucial for a country like Nepal where large number of NPOs are operating.
2.7 Conclusions
The purpose of this review of the literature was to view the management of conflict under TL and how the handling of conflict by the leaders affects team coordination. This chapter focused on critical analysis of several topics related to subject of the study. This chapter was divided into different sections. First section of this chapter made critical analysis of primary and secondary literature related to different topics such as Leadership, TL, conflict management approaches and team coordination. The arguments in the critical analysis were presented with reasons, evidence and findings from multiple papers and past studies. The critical review provided the researcher with abundance of knowledge and findings on related theories. Second section mostly discussed the findings and theories to the subject matter and research problem theories were identified. The researcher after evaluating the theories and findings from different papers and studies developed and synthesized theories that fitted the need of the research. The next section discussed on development of theoretical framework for the study. The section identified TL behaviors and cooperative conflict management have significant effect on team coordination. Hence, these three variables were taken into consideration in the theoretical framework. The last section identified the gaps in the research which is proposed in this study.
To sum up, the adoption of TL is widely increasing. Conflict is inevitable and cannot be ignored. It was reviewed that when conflict is taken negatively, the consequences are most likely destructive that affects the achievement of the goal negatively. On the other hand, when conflict is taken positively and handled constructively by leaders and employees, it adds value to the organizations and contributes to better interaction in employees that enhances team coordination.
Explain the effects of Transformational leadership on team coordination through conflict management approach in Nepalese nonprofit organizations