The relationship between the conflict managing styles and the perception of manager leading behaviors of health care-sector personnel

With the creation of mankind, conflict also came into being. Conflict appears more or less among all living things, not only among people. The aim of this study is to examine the relationship between the conflict-resolution styles and the ways in which leaders perceive leaders in the health sector. The sample of the study consists of a total of 121 persons working in Istanbul Public Hospitals Union General Secretariat, with age range 21-53, 46 men (38 %) and 75 women (62 %). Participants were provided with the Leadership Behavior Questionnaire (LDL) translated into Turkish by Conflict Management Style Survey (ÇYTA) and Tengilimoğlu (2005), adapted by Kozan and Ergin (1999). In this study, an ANOVA test was conducted to assess participants' perceptions of differentiated conflict resolution styles according to the studied departments. In addition, the Pearson Correlation method was used to examine the relationship between participants' perception of leadership and conflict resolution styles. As a result of the analyzes made, participants in the Administrative and Financial Services Department found no significant difference between their perception of leadership and conflict resolution styles. Participants working in the Directorate of Medical Services have found that they have made a significant difference in favor of the Department of Medical Services, according to their compromising and compromising style of conflict resolution. Also, as the level of education increases, it has been found that managers tend to compromise in terms of conflict resolution style. According to the findings, it is seen that the way of leader perception does not have an effect on determining the conflict resolution style of the people, and the employees determine the conflict resolution according to their individual characteristics.