Running head: LEADERSHIP & CONFLICT MANAGEMENT 1

Leadership & Conflict Management: A Review of the Literature

Module 4: Assignment 2

Pamela McClinton

Argosy University: W7900

Dr. Kate Noone

October 1, 2014
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Leadership & Conflict Management: A Review of the Literature

As business organizations move further into the twenty-first century, there appears to be

steady advancement in technology, expansion, and innovation. More than ever, leaders are being

developed to handle change, growth and transformation. With rapid growth, leaders are also

encountering interpersonal and group-to-group conflict. By reviewing the current literature on

leadership and conflict management, leaders can be equipped to understand the what conflict is,

how it can be managed and the impact of leadership on conflict situations. This research paper

proposes to review the literature related to the impact of leadership on conflict management in

organizations. The research question presented in this research paper address leadership in

conflict management:

RQ1: How does leadership impact successful conflict management?

A review of the current literature can assist leaders understand what conflict is, the ways in

which conflict is most successfully managed and the impact leaders can have on employees.

When the dynamics in the management of conflict are examined, implications can be drawn that

leadership can have a significant impact on the positive resolution of conflicts.

Conceptual Framework

To carefully analyze the relationship of leadership to conflict management, a theoretical

framework is presented in this literature review that will provide the foundation of conflict

management. This review begins with a description of conflict management and the factors

influencing conflict. Then, an examination of leadership is explored sharing the current

literature on leadership of conflict management. Next, a synthesis is provided of how leadership

impacts conflict management. Finally, implications are drawn on the effects of leadership on

conflict management.
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Conflict Management

Merriam-Webster (conflict, 2014) defines conflict as a difference in ideas or viewpoints

that may result in a struggle for power or position. Conflict management, therefore, can be

defined as an affirmative and effective approach to managing differences or disagreements

(Asawo, 2011). Conflict can occur in any setting and as leaders in organizations guide and

transform their teams, they are also challenged with managing conflicts that arise both

interpersonally and within groups. Doucet, Poitras, & Chênevert (2009) share that the nature of

conflict is typically connected to an interest or task. A conflict that is interest-related refers to a

interpersonal or group divergence in goals or objectives while a task conflict indicates a conflict

related to the methods, ways, or processes involved in accomplishing the objective. Other

researchers (Raeve, et. al., 2008, Montes, Rodríguez, & Serrano, 2012) agree with this

assessment revealing that when defining conflict, the disagreement which sets the conflict in

motion is usually perceived due to an interference with the achievement of a goal. The current

literature also revealed that teams, a group of individuals usually working under the direction of

a leader, are natural settings for possible conflict because of the diversity of characteristics

involved in groups (Shetach, 2012). Teams are not only cross-functional, but can be virtual,

autonomous and even action-learning.

The ability to manage conflict appears to be vital to successful relationships, effective

teams and influential leadership. Shetach (2012) theorizes that conflict handling has been a

fundamental component of human society and the successful management of conflict situations

has determined the outcomes in human existence that is seen today. While the body of literature

gave various motives behind the management of conflict, researchers differed in their

perspectives of why management was essential. Giacomantonio, Pierro, & Kruglanski (2011)
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communicated that some individuals attempt to manage conflict because they have a need for

cognitive closure, while other researchers shared generally that the attempt to manage conflict

comes simply from the importance of maintaining human relationships (Montes, Rodríguez, &

Serrano, 2012, Shetach, 2012).

Conflicts are influenced by a variety of factors. From every aspect, conflict can be

possible: attitude, age, nations, sex, religion, education, opinions, upbringing, looks, race,

feelings, experience or cultures (Shetach, 2012). Conflicts may also come from differences in

values, affiliations, roles, positions, status, high levels of interdependence or the level of

hierarchy (Giacomantonio, Pierro, & Kruglanski, 2011, Shetach, 2012). Researchers disclose

that additional risk factors for conflict may be hectically paced or monotonous work, white collar

status, neuroticism or hostility (Raeve, et. al., 2008). With the vast array of possible triggers for

conflict, management of conflict has been challenging for leaders, thus an examination of the

role of leadership in conflict situations is necessary.

Leadership of Conflict Management

Doucet, Poitras, & Chênevert (2009) share that a leader can play a role in organization

conflict in three specific ways: directly, through intervention or through leadership style. In a

direct role, the conflict may be interpersonal or group-to-group and the leader may exhibit a

conflict management style to achieve a desired outcome. If intervening in a conflict, the leader

may act as arbitrator or mediator. Lastly, if the leader’s management style causes conflict, then

the methods or techniques used by the leader promotes conflict interpersonally or group-to-group

within his organization (Curseu, 2011). Giacomantonio, Pierro, & Kruglanski (2011) share a

similar view offering that leaders often have conflict management handling styles that they

employ to deal with differences, whether interpersonally or within their groups. While different
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from management styles, conflict handling styles allow a leader to favorably endure and possibly

resolve conflict situations in their organization. Other researchers concur sharing that the role of

a leader in organizational conflict is to employ a conflict management style that is most

beneficial to the situation (Montes, Rodríguez, & Serrano, 2012).

The Impact of Leadership on Conflict Situations

The role of leadership can naturally have a significant impact on the management of

conflict in an organization. Because leaders guide, direct and often inspire their employees or

teams, followers may instinctively look to their direction when conflicts occur. As such, many

leaders employ conflict handling techniques to successfully manage conflict (Montes, Rodríguez,

& Serrano, 2012). A review of the current literature reveals a synthesis on conflict management

styles. Most leaders employ one of five specific styles to manage conflict: integrating,

compromising, accommodating, dominating (controlling) or avoiding (Montes, Rodríguez, &

Serrano, 2012, Giacomantonio, Pierro, & Kruglanski, 2011, Barbuto, Phipps, & Xu, Y, 2010).

The similarity in these findings reveal that leaders can be sensitive to needs, maintain positive

interactions, allow subordinates to resolve their own conflicts, and employ integrating

characteristics such as focusing on shared goals, working with flexibility, creativity and open

communication (Montes, Rodríguez, & Serrano, 2012, Doucet, Poitras, & Chênevert, 2009).

Further, the integrating style of leadership was the most widely used and shown to be related to

leader effectiveness (Doucet, Poitras, & Chênevert, 2009, Montes, Rodríguez, & Serrano, 2012).

Conversely, if leaders employ conflict management or leadership styles that appear negative,

such as avoiding or controlling can have a negative impact on conflict resolution (Montes,

Rodríguez, & Serrano, 2012).

The Implications of Leadership on Conflict Management

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The implications of the review of literature on conflict, conflict management and the

impact of leadership on conflict management are that conflict will most likely occur in

organizations, specifically on teams; the management of conflict is most successful when

conflict management handling styles are incorporated and leaders have an important role in the

management of conflict. Through the research that was shown in this literature review, conflict

appears to be inevitable. Conflict also was shown to occur because of differences in goals or the

means to accomplishing or completing goals. With a vast array of reasons for conflict to arise,

individuals will most likely encounter or experience conflict in their lives, in organizational

settings, especially on teams. Because conflict will occur, management of conflict appears to be

the best solution to de-escalate situations so that they do not become worse. In this review, a

variety of reasons were given to support the management of conflict, particularly maintenance of

human relationships. Leaders appear to have an important role in conflict situations. While

leaders may be directly involved in conflict or simply intervening, using conflict handling

management styles provide guidance on successfully reducing or de-escalating conflict

situations. A majority of the researchers of the literature reviewed in this paper found that

conflict management styles were effective in resolving conflict. Of the five conflict management

handling styles: competing, avoiding, compromising, integrating and controlling, the integrating

style appears to be most wide used and most effective in conflict resolution. The integrating

style of conflict handling involves focusing on shared goals, information exchange, and open

communication to bring conflicts to resolution. Thus, an answer to the initial research question

can be found.

RQ1: How does leadership impact successful conflict management?

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Leadership plays a vital role in conflict management and impacts successful conflict

management through the use of conflict management handling styles that focus on shared goals,

information exchange and open communication.

Conclusion

In conclusion, businesses will encounter conflict. Conflict, however, does not have to

cause inefficiency, unproductivity and dissatisfied employees. By understanding the definition

of conflict, the need for management of conflict and the leader’s impact on conflict management,

leaders can employ conflict management handling styles to promote successful conflict

resolution in their organizations.

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References

Asawo, S. P. (2011). Corporate integrity and company-community conflict management in the

niger delta region of nigeria.Journal of Leadership, Accountability and Ethics, 8(3), 77-

88.

Barbuto, John E.,,Jr, Phipps, K. A., & Xu, Y. (2010). Testing relationships between personality,

conflict styles and effectiveness. International Journal of Conflict Management, 21(4),

434-447. doi:http://dx.doi.org/10.1108/10444061011079967

conflict. (2014). In Merriam-Webster.com. Retrieved October 1, 2014, from

http://www.merriam-webster.com/dictionary/conflict

Curseu, P. L. (2011). Intra-group conflict and teamwork quality: The moderating role of

leadership styles. Administrative Sciences, 1(1), 3-13.

doi:http://dx.doi.org/10.3390/admsci1010003

Doucet, O., Poitras, J., & Chênevert, D. (2009). The impacts of leadership on workplace

conflicts. International Journal of Conflict Management, 20(4), 340-354.

doi:http://dx.doi.org/10.1108/10444060910991057

Montes, C., Rodríguez, D., & Serrano, G. (2012). Affective choice of conflict management

styles. International Journal of Conflict Management, 23(1), 6-18.

doi:http://dx.doi.org/10.1108/10444061211199304

Giacomantonio, M., Pierro, A., & Kruglanski, A. W. (2011). Leaders' fairness and followers'

conflict handling style: The moderating role of need for cognitive closure. International

Journal of Conflict Management, 22(4), 358-372.

doi:http://dx.doi.org/10.1108/10444061111171369

Raeve, L. D., M.Sc, Jansen, N. W. H., PhD., Brandt, P. A. v. d., PhD., Vasse, R. M., PhD., &
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Kant, I., PhD. (2008). Risk factors for interpersonal conflicts at work. Scandinavian

Journal of Work, Environment & Health, 34(2), 96-106.

Shetach, A. (2012). Conflict leadership: Navigating toward effective and efficient team

outcomes. The Journal for Quality and Participation, 35(2), 25-30.