Understanding how Makerere University academic deans utilise their psychological capital in the management of conflicts.

Abstract

Conflicts and their handling by managers in higher education worldwide. However, the lack of understanding regarding how these managers, particularly academic deans at universities, leverage their internal resources to address conflicts may impede the advancement of more effective conflict management frameworks. In this study, I aimed at understanding how Makerere University academic deans utilise their psychological capital in managing conflicts. Specifically, I intended to discover how Makerere University academic deans use hope, selfefficacy, resilience and optimism in management of conflicts and develop a framework to improve the deans' effectiveness in handling conflicts. Adopting a qualitative approach, through a phenomenological research design, I conducted this study at Makerere University in Kampala district. Data collection involved in-depth interviews using purposive sampling techniques, targeting 14 deans from the 9 colleges within Makerere University choosing 5 females and 9 males. I applied thematic analysis to the data based on the study's objectives. Study results reveal dynamics in the utilization of the four constructs of psychological capital in management of conflicts among Makerere University deans with a strong interplay of aspects of gender, religious, cultural backgrounds and academic rank. Deans' efforts to leverage their psychological capital for conflict management and achieving university goals were, however, hindered by rigid policies and low organizational support, leading to emotional exhaustion and reduced motivation. To address these issues, I developed a framework to enhance the use of psychological capital in conflict management. I also recommend tailored capacity building, organizational culture development, policy reviews, and framework designs to improve conflict management and foster a productive academic environment at Makerere University.