Confrontational Resolution Strategy To Effectively Increase School Principal Productivity In Sri Lanka's Batticaloa District

Abstract

Confrontation situations are a reasonably frequent realism in every organization and eat deep into the system and performance of an organization affected. Several scholars have previously studied the source and effects of conflict resolving styles on the performance of staff and arguments has erupted on the destructive nature of conflict and as well as it productivity. This research was on the whole captured on Batticaloa district school principals as managers to ascertain how they deal with conflict which they already view as inevitable. Using a self-designed questionnaire 507 responses were obtained from Batticaloa district school principals and vice -principals across selected schools from the data it was discovered that traditional view of conflict ranks the highest in Batticaloa district schools as a work place. The study generated four research questions and employed mean and standard deviation to assess the data replies. From the study, Batticaloa schools principals are relevant more of collaborating, accommodating and compromising styles in handling conflict. The study further recommended 3D leadership model which is stated to as situational demand and the practical application of principle negotiation in dealing with conflict for improve productivity in Batticaloa district schools as a work place in Sri Lanka.