The Role of Leadership in Conflict Management in Cameroon
DOI:
https://doi.org/10.47604/jcm.1923Keywords:
Leadership, Conflict Management, Cameroon.Abstract
Purpose: The study sought to analyze the role of leadership in conflict management in Cameroon
Materials and Methods: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
Findings: The results show that leadership plays a critical role in conflict management, as leaders are responsible for setting the tone of the country. Leadership influences how conflicts are addressed, either through direct intervention or by simply setting an example for others to follow. Leadership plays a vital role in conflict management in Cameroon. Effective leadership can help to reduce conflicts and promote peace and stability in the country. However, there are several challenges to effective leadership in Cameroon such as a lack of training and capacity building, and a lack of accountability and transparency of leaders.
Unique Contribution to Theory, Practices and Policies: The contingency theory and behavioral theory may be used to anchor future studies in the conflict management sector. The study results will also benefit other stakeholders such as the policy makers as well as researchers and scholars from different parts of the world. The top management of conflict management sector in the country will also use the study findings to improve leadership performance in all their activities and programs. The study recommends that the adoption of effective conflict management policies in the leadership sector will help to improve efficiency in their major operations and activities.
Downloads
References
Annan, N., Beseng, M., Crawford, G., & Kewir, J. K. (2021). Civil society, peacebuilding from below and shrinking civic space: the case of Cameroon’s ‘Anglophone’conflict. Conflict, Security & Development, 21(6), 697-725.
Anwar, K. (2017). The Role of Effective Leadership in Crisis Management: Study of Private Companies in Kurdistan. Qalaai Zanist Journal, 2(4), 326-338.
Baaz, M., Lilja, M., Schulz, M., & Vinthagen, S. (2022). Civil Resistance for Peace and Conflict Management, Role of. In The Palgrave encyclopedia of peace and conflict studies (pp. 117-127). Cham: Springer International Publishing.
Bhaduri, R. M. (2019). Leveraging culture and leadership in crisis management. European Journal of Training and Development.
Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business horizons, 60(4), 551-563.
Chandolia, E., & Anastasiou, S. (2020). Leadership and conflict management style are associated with the effectiveness of school conflict management in the Region of Epirus, NW Greece. European Journal of Investigation in Health, Psychology and Education, 10(1), 455-468.
Chang, W. L., & Lee, C. Y. (2013). Virtual team e‐leadership: The effects of leadership style and conflict management mode on the online learning performance of students in a business‐planning course. British Journal of Educational Technology, 44(6), 986-999.
Crawford, G., Kewir, J. K., Annan, N., & Beseng, M. (2021). Shrinking Civic Space and the Role of Civil Society in Resolution of Conflict in Anglophone Cameroon.
Etomes, S. E., & Molua, E. L. (2019). Strategies for Enhancing the Productivity of Secondary School Teachers in South West Region of Cameroon. Journal of Education and Learning, 8(1), 109-119.
Fener, T., & Cevik, T. (2015). Leadership in crisis management: Separation of leadership and executive concepts. Procedia Economics and Finance, 26, 695-701.
Fiedler, F. R. E. D. (2015). Contingency theory of leadership. Organizational behavior 1: essential theories of motivation and leadership, 232, 1-2015.
Fors Brandebo, M. (2020). Destructive leadership in crisis management. Leadership & Organization Altmäe, S., Türk, K., & Toomet, O. S. (2013). Thomas‐Kilmann's Conflict Management Modes and their relationship to Fiedler's Leadership Styles (basing on Estonian organizations). Baltic Journal of Management, 8(1), 45-65. Development Journal, 41(4), 567-580.
Fossung, L. V. (2023). Principals’ Conflict Management Styles in Effective Schools in Kumba I, Kumba II and Kumba III Sub-Divisions of Meme Division Cameroon. AMERICAN JOURNAL OF SCIENCE AND LEARNING FOR DEVELOPMENT, 2(2), 78-111.
Fusch Ph D, P. I., & Fusch Ph D, G. E. (2015). Leadership and conflict resolution on the production line. International Journal of Applied Management and Technology, 14(1), 7.
Grubaugh, M. L., & Flynn, L. (2018). Relationships among nurse manager leadership skills, conflict management, and unit teamwork. JONA: The Journal of Nursing Administration, 48(7/8), 383-388.
Jit, R., Sharma, C. S., & Kawatra, M. (2016). Servant leadership and conflict resolution: A qualitative study. International Journal of Conflict Management.
Ketzmerick, M. (2023). The Anglophone crisis in Cameroon: local conflict, global competition, and transnational rebel governance. Small Wars & Insurgencies, 34(1), 247-278.
Lang, M. K. (2019). Inter-Ethnic Conflict Management and Prevention in Cameroon's Northwest: Assessing the Role of the Justice and Peace Commission of the Catholic Archdiocese of Bamenda. Asian Journal of Peacebuilding, 7(1), 125-142.
Moinina, V., & Ngoh, A. P. (2020). The role of the civil society in conflicts: the anglo-phone crisis in Cameroon. Akdeniz havzası ve Africa medeniyetleri dergisi, 2(2), 26-36.
Ndekwo, R. (2020). National dialogue as a strategy for intra-state conflict resolution in Africa: The case study of Anglophone Cameroon (Doctoral dissertation, University of Nairobi).
Ngenyam Bang, H. (2020). An overview of the Covid-19 crisis management in Cameroon: decentralised governance response needed. Annals of Disaster Risk Sciences: ADRS, 3(2), 0-0.
Rukuni, T., Machingambi, Z., Musingafi, M. C., & Kaseke, K. E. (2015). The role of traditional leadership in conflict resolution and peace building in Zimbabwean rural communities: The case of Bikita District. Public policy and administration research, 5(3), 75-79.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship with conflict management styles. International journal of conflict management, 25(3), 214-225.
Saiti, A. (2015). Conflicts in schools, conflict management styles and the role of the school leader: A study of Greek primary school educators. Educational Management Administration & Leadership, 43(4), 582-609.
Tantoh, H., & McKay, M. (2020). Investigating community constructed rural water systems in Northwest Cameroon: leadership, gender and exclusion. International Development Planning Review, 42(4).
Verawati, D. M., & Hartono, B. (2020). Effective leadership: From the perspective of trait theory and behavior theory. Jurnal REKOMEN (Riset Ekonomi Manajemen), 4(1), 13-23.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Nadine Hamadou
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work’s authorship and initial publication in this journal.
