أساليب إدارة الصراع داخل الأقسام العلمية و علاقتها بالتفكير الاستراتيجي و المرونة النفسية لدى القيادات الأكاديمية بجامعة الأزهر

الملخص EN

The aim of the study is to inspect the relationship between strategic thinking and psychological resilience on one hand and conflict management styles inside academic departments for Al-Azhar University academic leaders on the other.

It also attempts to discover the role played by such variables in predicting conflict management styles.

In addition, it inspects the differences in conflict management styles in relation to the two variables of gender (males - females) and years of experience serving as a Head of department (less than one year – from one year to three years – more than three years).

The researcher prepared three measurements: strategic thinking, psychological resilience and conflict management styles inside academic departments.

The sample consisted of 80 heads of departments in a number of al-Azhar University faculties.

The findings show that there is a positive correlation between the styles of collaboration, compromise and appeasement and strategic thinking, whereas there is no correlation between the styles of avoidance and power and authority and strategic thinking.

In addition, the findings show that there is a positive correlation between the styles of collaboration, compromise and appeasement and psychological resilience and that there is a negative correlation between the style of power and authority and psychological resilience.

They also show that there is no correlation between the style of avoidance and psychological resilience.

The findings indicate that strategic thinking and psychological resilience play a role in predicting the styles of collaboration, compromise and appeasement for academic leaders.

They also indicate that there are no statistically-significant differences in conflict management styles that could be attributed to gender among academic leaders.

However, there are statistically-significant differences in conflict management styles among academic leaders that could be attributed to years of experience serving as a Head of department; i.

e.

there were differences in the styles of collaboration, compromise and appeasement in favour of leaders with experience of more than three years.

Differences in the styles of avoidance and power and authority were in favour of leaders with experience of less than one year.

The findings were interpreted in light of the findings of previous researches and studies.