Interpersonal Conflicts and Styles of Managing Conflicts among Students at Bahir Dar University, Ethiopia
AbstractInterpersonal conflict happens everywhere and at any time and is inherent in all societies. However, the methods of managing such metamorphoses are quite different from one organisation to the other. The general objective of the study was to assess interpersonal conflicts and styles of managing conflicts among students at Bahir Dar University. Mixed-methods research composed of quantitative and qualitative approaches was implemented for the study. One‑way Multivariate Analysis of Variance was employed to identify the interaction effect between dependent and independent variables. The study showed that the major sources of conflicts were ethnic differences, religious diversity, sexual abuse, theft and insulting. It was also noted that compromising, avoiding and collaborating were frequently used conflict management styles between students. It is recommended that university leaders and students be expected to understand the real causes of conflicts for healthier management styles.
Authors who publish with this journal agree to the following terms:
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under aÂ Creative Commons Attribution Share-alike 4.0 International License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (SeeÂ The Effect of Open Access).