Exploring How Makerere University Academic Deans Utilise theirPsychological Capital Optimism in the Management of Conflicts

Abstract

Purpose: In this study, I aimed at exploring how Makerere University academic deans utilise their psychological capital optimism in the management of conflicts. And thereafter develop a psychological capital-based conflict management framework.

Materials and Methods: In this study, I adopted 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.

Findings: Study results on the utilization of psychological capital optimism by Makerere University deans in conflict management reveals contrasting approaches rooted in gender and cultural influences. Deans that demonstrated unrealistic optimism, tended to externalize failures, emphasize individual accountability, and micromanage conflicts, often neglecting inclusivity and missing opportunities for learning and relationship-building. Conversely, deans with flexible optimism, adopt a pragmatic and adaptive approach. They assess conflicts comprehensively, recognizing their complexities, and employ proactive problem-solving strategies that prioritize collaboration and growth. This study underscores the value of flexible optimism in fostering resilience, inclusivity, and constructive conflict resolution within organizations. I developed a framework to enhance the use of psychological capital constructs in conflict management.

Implications to Theory, Practice and Policy: Makerere University should support training for realistic optimism such that deans develop the ability to accurately assess conflicts and make informed decisions that prevent overconfidence and unrealistic expectations. Additionally, Makerere University should develop inclusive conflict management policies that mandate inclusive and collaborative conflict resolution processes that are gender and culture centered.