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Purpose of this research was to study of the relationship between the styles of conflict management and the quality of the relationship between manager and employee, emphasizing on their demographic attributes.
The methodology of this research was descriptive, present-based and practical. The sampling frame for this study consists of 100 managers and employees who are in administration of physical education in Mazandaran province. Data collected instruments includes 2 questionnaires LMX-7(quality of relationship) and ROCI-П (styles of conflict management). In this study descriptive statistics was for organizing, customizing and describing data. Inferential statistics was used by linear regression, t test and one way ANOVA.
Findings of this research showed the significant difference between influences of five styles of conflict management on quality of relationship between manager-employee by the subjects. there is a significant relationship between  the style of compromise  and quality of relationship between manager-employee by employees. By the managers, impact rate of styles of compromise and integrating on dependent variable is quite positive and significant.
This study was designed to clarify the readers thinking about the relationship between two constructs, conflict management and manager- member exchange. Also the research provides several significant contributions on both a scholarly and participationer level to the managers and employees. Thus both the managers and their followers have to be encouraged to take integrating and compromise styles of conflict management. Finally the positive view of persons in the organizations is very effective.

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Conflict Management is a leadership interpersonal skill. Using proper leadership styles can lead to effective conflict management. This research aims to study the relationship between transformational and transactional leadership in Bass model (1985) with conflict management strategies in Iran futsal pro-leagues coaches. Coaches leadership style and conflict management strategies were measured by MLQ (1996) and OCCI (1991) questionnaires. Statistical population involves 360 players that 197 persons were selected randomly. Above questionnaires were distributed after determination of validity and reliability. In order to data analysis, descriptive statistics and inferential statistics were employed. In order to determine the relationship between leadership styles and conflict management strategies, pearson correlation coefficient    was used. Results show that there was a significant positive relationship between transformational leadership style and collaborating strategy and there was a negative significant relationship with compromising, avoiding, accommodating and competing (p<0/01). There was a positive significant relationship between transactional leadership style with collaborating, compromising and competing strategies (p<0/01), negative significant relationship with avoiding (p<0/01) and accommodating (p<0/05) strategies. There was a negative significant relationship between laissez-fair leadership with collaborating and competing strategies (p<0/05), a positive significant relationship between laissez-fair leadership with avoiding and accommodating (p<0/01), and non significant relationship with compromising.  According to this fact that collaborating strategy is sign of effective strategies, avoiding and competing are signs of noneffective strategies and compromising and accommodating strategies show combined use of conflict it was infered that coaches transformational and transactional leadership have positive relationship with effective conflict management at this case the relationship with transformational style was stronger.