BENT AND FIGHT, SURVIVE AND SUCCEED; EXPLORING THE RELATIONSHIP AMONG CONFL ICT, ETHICS, RESILIENCE AND COMMITMENT
Asif Hussain Samo (),
Faris Mahar (),
Tooba Yousuf () and
Uff aq Gul ()
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Asif Hussain Samo: Lecturer at Department of Business Administration in Sindh Madressatul Islam University, Karachi Pakistan
Faris Mahar: Lecturer at Department of Business Administration in Sindh Madressatul Islam University, Karachi Pakistan,
Bushra Mahmood: Faculty member of DHA Suff a University, Karachi Pakistan
Tooba Yousuf: Student at Department of Business Administration in Sindh Madressatul Islam University, Karachi Pakistan,
Uff aq Gul: Student at Department of Business Administration in Sindh Madressatul Islam University, Karachi Pakistan,
IBT Journal of Business Studies (JBS), 2019, vol. 15, issue 1, 15-4
The study aimed at examining the eff ect of confl ict management and ethical leadership on employee resilience and organizational commitment of the employees in the organizational setting of Pakistan. With quantitative approach, survey method was used. Data was collected on adopted instruments from 326 employees of private organizations through questionnaire. Partial Least Squares structural equation modelling was used to diagnose the data and test hypothesis on Smart-PLS. Bootstrapping was also performed for data analysis. The results show that there is positive eff ect of confl ict management on employee resilience and organizational commitment. It was revealed that when leaders adopt ethical leadership style, employee tend to be more resilient in their work and their commitment towards that organization enhances. Organization should bread better confl ict management policies and cultivate ethical leadership to mitigate the turn over, retain their best talent and augment their resilient abilities to face hardships in this ever-changing world.
Keywords: Ethical Leadership; Confl ict Management; Employee Resilience (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:aib:ibtjbs:v:15:y:2019:i:1:p:15-4
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