RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND CONFLICT MANAGEMENT: MEDIATING ROLE OF TA EGO STATES: Transformational Leadership and Conflict Management

The Conflict Management aftermaths and its styles in corporations can ‘‘have an impact on the organization's survival’’ (Boonsathorn, 2007, 2004); hence the study of conflict-handling styles becomes essential in the setting of business corporations/organizations. Conflict management is the most repeatedly recognized skill in leadership needed by managers at all levels. The study is causal because it intended to find the mediating effect of different transactional-analysis ego-states on transformational leadership and two conflict management styles. The population for this study was the respondents from the national and multinational organizations of Pakistan. The sample size of 250 senior and middle-level managers from different corporate SME organizations was used. The findings show that there is a positive and significant relationship between the TLS and CMS. The mediations reveal that the personality attributes and intact ES play a significant role in making up a leadership style. The findings could be used in leadership and management, human resources, policy, financial consultants, banks, and research. An essential managerial implication is the practice of on-job training, specifically in the areas of CMS. This paper focuses on examining conflict-management styles and leadership styles in the presence of Transactional-Analysis Ego-States (TAES) of the managers in national and multinational organizations of Pakistan and the mediating effect of TAES on conflict management styles and leadership styles.