ESP-3861

Published

2025-08-22

Issue

Vol. 10 No. 8 (2025): Published

Section

Research Articles

License

Copyright (c) 2025 Muhammad Abbas, Muhammad Sarwar, Amjad Islam Amjad, Sarfraz Aslam, Sharareh Shahidi Hamedani, Muhammad Arif

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

The journal adopts the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0), which means that anyone can reuse and redistribute the materials for non-commercial purposes as long as you follow the license terms and the original source is properly cited.

Author(s) shall retain the copyright of their work and grant the Journal/Publisher rights for the first publication with the work concurrently licensed since 2023 Vol.8 No.2.

Under this license, author(s) will allow third parties to download, reuse, reprint, modify, distribute and/or copy the content under the condition that the authors are given credit. No permission is required from the authors or the publisher.

This broad license intends to facilitate free access, as well as the unrestricted use of original works of all types. This ensures that the published work is freely and openly available in perpetuity.

By providing open access, the following benefits are brought about:

  • Higher Visibility, Availability and Citations-free and unlimited accessibility of the publication over the internet without any restrictions increases citation of the article.
  • Ease of search-publications are easily searchable in search engines and indexing databases.
  • Rapid Publication – accepted papers are immediately published online.
  • Available for free download immediately after publication at https://esp.as-pub.com/index.php/ESP

 

Copyright Statement

1.The authors certify that the submitted manuscripts are original works, do not infringe the rights of others, are free from academic misconduct and confidentiality issues, and that there are no disputes over the authorship scheme of the collaborative articles. In case of infringement, academic misconduct and confidentiality issues, as well as disputes over the authorship scheme, all responsibilities will be borne by the authors.

2. The author agrees to grant the Editorial Office of Environment and Social Psychology a licence to use the reproduction right, distribution right, information network dissemination right, performance right, translation right, and compilation right of the submitted manuscript, including the work as a whole, as well as the diagrams, tables, abstracts, and any other parts that can be extracted from the work and used in accordance with the characteristics of the journal. The Editorial Board of Environment and Social Psychology has the right to use and sub-licence the above mentioned works for wide dissemination in print, electronic and online versions, and, in accordance with the characteristics of the periodical, for the period of legal protection of the property right of the copyright in the work, and for the territorial scope of the work throughout the world.

3. The authors are entitled to the copyright of their works under the relevant laws of Singapore, provided that they do not exercise their rights in a manner prejudicial to the interests of the Journal.

About Licence

Environment and Social Psychology is an open access journal and all published work is available under the Creative Commons Licence, Authors shall retain copyright of their work and grant the journal/publisher the right of first publication, and their work shall be licensed under the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0).

Under this licence, the author grants permission to third parties to download, reuse, reprint, modify, distribute and/or copy the content with attribution to the author. No permission from the author or publisher is required.

This broad licence is intended to facilitate free access to and unrestricted use of original works of all kinds. This ensures that published works remain free and accessible in perpetuity. Submitted manuscripts, once accepted, are immediately available to the public and permanently accessible free of charge on the journal’s official website (https://esp.as-pub.com/index.php/ESP). Allowing users to read, download, copy, print, search for or link to the full text of the article, or use it for other legal purposes. However, the use of the work must retain the author's signature, be limited to non-commercial purposes, and not be interpretative.

Click to download <Agreement on the Licence for the Use of Copyright on Environmental and Social Psychology>.

How to Cite

Muhammad Abbas, Muhammad Sarwar, Amjad Islam Amjad, Sarfraz Aslam, Sharareh Shahidi Hamedani, & Muhammad Arif. (2025). Unpacking school leadership: The interplay between conflict management, record management, and resource management. Environment and Social Psychology, 10(8), ESP-3861. https://doi.org/10.59429/esp.v10i8.3861

Unpacking school leadership: The interplay between conflict management, record management, and resource management

Muhammad Abbas

Superior University, Lahore,54000, Pakistan

Muhammad Sarwar

Professor of Education, Superior University, Lahore,54000, Pakistan

Amjad Islam Amjad

Department of Education, The University of Lahore, Lahore, 54600, Pakistan

Sarfraz Aslam

Faculty of Education and Humanities, UNITAR International University: Petaling Jaya, 47301, Malaysia

Sharareh Shahidi Hamedani

Faculty of Business, UNITAR International University, Petaling Jaya, Selangor, 47301, Malaysia

Muhammad Arif

Assistant Professor, Superior University, Lahore,54000, Pakistan


DOI: https://doi.org/10.59429/esp.v10i8.3861


Keywords: Educational management; conflict resolution; record management; human resource management; school leadership

Abstract

In developing countries, the effectiveness of educational leadership necessitates integrated management strategies that address the challenges of transformation while maintaining a focus on core educational outcomes. This study examines the collective impact of conflict management, record-keeping, and resource allocation on educational leadership in Punjab, Pakistan, with implications for similar educational contexts worldwide. A total of 248 secondary school educational managers were surveyed using stratified random sampling across urban and rural districts. Employing correlation, regression, mediation, and moderation analyses, the results indicate that systematic record management serves as a critical mechanism between conflict resolution and leadership effectiveness, accounting for 47% of the relationship. Contrary to theoretical expectations, conflict management did not significantly moderate the relationship between resource management and leadership effectiveness, suggesting that these functions operate independently rather than synergistically. These findings contribute to educational management theory by demonstrating that effective leadership emerges from both direct and mediated pathways between management functions. This study has global applications for educational leadership, with specific relevance for resource-constrained situations. Professional development programs should prioritize systematic record management as a foundation while developing conflict resolution and resource allocation as distinct but complementary competencies.

References

[1]. 1.McCarthy, A. M., Maor, D., McConney, A., & Cavanaugh, C. (2023). Digital transformation in education: Critical components for leaders of system change. Social Sciences & Humanities Open, 8(1), 100479. https://doi.org/10.1016/j.ssaho.2023.100479.

[2]. 2.Karadağ, E., & Sertel, G. (2025). The effect of educational leadership on students' achievement: A cross-cultural meta-analysis research on studies between 2006 and 2024. Educational Management Administration & Leadership. https://doi.org/10.1177/17411432251327645.

[3]. 3.Amjad, A. I., Aslam, S., Tabassum, U., Sial, Z. A., & Shafqat, F. (2024). Digital Equity and Accessibility in Higher Education: Reaching the Unreached. European Journal of Education, e12795. https://doi.org/10.1111/EJED.12795.

[4]. 4.Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited. School Leadership & Management, 40(1), 5-22.

[5]. 5.Hanaysha, J. R., Al-Shaikh, M. E., & Kumar, P. (2022). An examination of the relationship between employee engagement and organizational citizenship behavior in the healthcare sector. Management Science Letters, 12(1), 35-44.

[6]. 6.García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040-1050.

[7]. 7.Fullan, M., & Quinn, J. (2016). Coherence: The right drivers in action for schools, districts, and systems. Corwin Press.

[8]. 8.Amjad, A. I., Aslam, S., Sial, Z. A., & Tabassum, U. (2025). Enhancing Early Childhood Education Achievement: Integrating Inclusive Teaching Through Playful Learning and Classroom Dynamics as a Catalyst. European Journal of Education, 60(2) e70077. https://doi.org/10.1111/ejed.70077.

[9]. 9.Hitt, D. H., & Tucker, P. D. (2016). Systematic review of key leader practices found to influence student achievement: A unified framework. Review of Educational Research, 86(2), 531-569.

[10]. 10.Abbas, M, Tariq, S., Jamil, M. (2021). Continuous professional development (CPD) and quality education of primary school teachers: A quantitative study in Lahore, Punjab. Global Educational Studies Review, 6(4), 206-212.

[11]. 11.Javaid, S., Noshaba, A., Amjad, A. I., Aslam, S., & Almulla, A. A. (2025). Organisational culture vs. change management process in higher education institutions: Context of a developing country. International Journal of Innovative Research and Scientific Studies, 8(3), 3210-3219. https://doi.org/10.53894/ijirss.v8i3.7220.

[12]. 12.Bush, T. (2018). Educational leadership and management: Theory, policy and practice. SAGE Publications.

[13]. 13.Darling-Hammond, L., LaPointe, M., Meyerson, D., Orr, M. T., & Cohen, C. (2017). Preparing school leaders for a changing world: Lessons from exemplary leadership development programs. Stanford Educational Leadership Institute.

[14]. 14.Rafiei, S., & Davari, F. (2015). The role of human resource management in educational quality improvement. Procedia - Social and Behavioral Sciences, 186, 1103-1109.

[15]. 15.Anierobi, E. I., Amjad, A. I., Aslam. S., Igwe, P. O., Alanazi, A. A., Okafor, R. A., Tabassum, U., Shafqat, F. (2025). Cyberbullying and Its Influence on Social Adjustment, Self-concept, and Anxiety Among Students in Anambra State. Environment and Social Psychology 10(2): 3390. doi:10.59429/esp.v10i2.3390.

[16]. 16.Serdyukov, P. (2017). Innovation in education: What works, what doesn't, and what to do about it? Journal of Research in Innovative Teaching & Learning, 10(1), 4-33.

[17]. 17.Leithwood, K., & Riehl, C. (2003). What we know about successful school leadership. National College for School Leadership.

[18]. 18.Abbas, M., Rehman, R. U., & Arif, M. (2023b). Developing administration competencies of educational managers in the services teachers-training program QAED Punjab: A case study. Global Social Sciences Review, 8(2), 635–647.

[19]. 19.Fullan, M. (2001). Leading in a culture of change. Jossey-Bass.

[20]. 20.Gurr, D., & Drysdale, L. (2013). Middle-level secondary school leaders: Potential, constraints and implications for leadership preparation and development. Journal of Educational Administration, 51(1), 55-71.

[21]. 21.Abbas, M., Jabeen, M., & Tariq, S. (2021a). An evaluation of in-service teacher training in developing professional competencies at the primary level. Global Social Sciences Review, 6(3), 210–219.

[22]. 22.Claude, K. J. (2024). The Impact of Records Management on the Effectiveness of Human Resource Management in the Public Sector. International Journal of Research and Innovation in Social Science, 8(5), 1040-1060.

[23]. 23.Lunenburg, F. C. (2010). Managing change: The role of the change agent. International Journal of Management, Business, and Administration, 13(1), 1-6.

[24]. 24.Robbins, P., & Alvy, H. B. (2009). The principal's companion: Strategies to lead schools for student and teacher success (3rd ed.). Corwin Press.

[25]. 25.Makaye, J., & Ndofirepi, A. P. (2012). Conflict resolution between heads and teachers: The case of four Zimbabwean primary schools. Greener Journal of Educational Research, 2(4), 105-110.

[26]. 26.National Education Association. (2011). Professional development for school leaders: A guide to effective practices. NEA Professional Library.

[27]. 27.Al-Kurdi, O., Alshurideh, M., & Salloum, S. A. (2020). Investigating a theoretical framework for e-learning technology acceptance. International Journal of Electrical and Computer Engineering, 10(6), 6484-6496.

[28]. 28.Netolicky, D. M. (2020). School leadership during a pandemic: Navigating tensions. Journal of Professional Capital and Community, 5(3/4), 391-395.

[29]. 29.Creswell, J. W., & Creswell, J. D. (2023). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). SAGE Publications.

[30]. 30.Bryman, A. (2022). Social research methods (6th ed.). Oxford University Press.

[31]. 31.Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607-610.

[32]. 32.Dillman, D. A., Smyth, J. D., & Christian, L. M. (2014). Internet, phone, mail, and mixed-mode surveys: The tailored design method (4th ed.). John Wiley & Sons.

[33]. 33.Kaiser, R. B., LeBreton, J. M., & Hogan, J. (2017). The dark side of personality and extreme leader behavior. Applied Psychology, 66(1), 55-126.

[34]. 34.El-Ghalayini, Y. (2017). Human resource management practices and organizational performance in public sector organization. Journal of Business Studies Quarterly, 8(3), 65.

[35]. 35.Hanushek, E. A. (2013). Economic growth in developing countries: The role of human capital. Economics of Education Review, 37, 204-212.

[36]. 36.Aladejebi, D. A., & Oladimeji, A. M. (2019). Record management practices and administrative effectiveness in selected secondary schools in Ogun State, Nigeria. International Journal of Educational Administration and Policy Studies, 11(1), 1-7.

[37]. 37.Balci, A., & Arabaci, I. B. (2024). The relationship between strategic leadership and organizational performance in educational institutions. Educational Management Administration & Leadership, 52(3), 456-478.

[38]. 38.AlTaweel, I. R., & Al-Hawary, S. I. (2021). The mediating role of innovation capability on the relationship between strategic agility and organizational performance. Sustainability, 13(14), 7564.

[39]. 39.Anwar, G., & Abdullah, N. N. (2021). The impact of human resource management practice on organizational performance. International Journal of Engineering, Business and Management, 5(1), 35-47.

[40]. 40.British Educational Research Association. (2021). Ethical guidelines for educational research (4th ed.). BERA.



21 Woodlands Close #02-10, Primz Bizhub,Postal 737854, Singapore

Email:editorial_office@as-pub.com