1

Conflict and Leadership in the Workplace

Conflict and Leadership in the Workplace

Jason LaCelle

LDR621-OB Organizational Behavior and Psychology

Siena Heights University

Dr. James Loughran

August 15th 2023

 2
Conflict and Leadership in the Workplace

Abstract

The focus of this paper is on the management of workplace conflict. A real-world conflict

scenario is presented as the conflict that requires assessment and management. An examination

of functional and dysfunctional conflict and the subsequent type of conflict contained therein

will be explained and used towards deciding how to address the conflict example. Upon deciding

the cause of conflict, conflict management styles will be examined to decide which to apply to

the conflict scenario for resolution. Three leadership styles that are suited to conflict resolution

will be examined and the style best suited for this scenario will be chosen. The paper will

conclude with a summary of findings, diagnosis of conflict and suggested resolution. Key

takeaways are differences between functional and dysfunctional conflict. Conflict types apply to

both management and employees. Leadership types suited to conflict are transformational,

collaborative, and servant-based leadership. Interestingly there is substantial correlation between

listening and conflict resolution. Not all conflict can be resolved.

 3
Conflict and Leadership in the Workplace

Introduction

Conflict is guaranteed to happen in the workplace. When different personalities come together, it

is natural to have different levels of conflict arise. Conflict in the workplace can be detrimental

or beneficial to an organization. Too much conflict can affect workplace culture. Conflict is

known to have a negative impact on organizational citizenship, employee performance, and

retention. When managed correctly, some conflicts can facilitate healthy employee competition,

thus increasing production. This paper will look at organizational conflict. The types of conflict

typically found in an organization. Then will examine the causes of these conflicts. This paper

will then discuss different leadership styles and describe how the different styles can relate to

conflict. This paper will then discuss conflict resolution.

 4
Conflict and Leadership in the Workplace

In a basic sense, conflict is when two parties disagree on a particular topic. The conflict

can be a disagreement about almost anything, from how to complete a project, what the project

should be, or who oversees the project. There is often conflict between two college divisions at

the college where I work at. The technology division regularly disputes the programs taught by

the workplace division as these two offer similar classes. The technology division sees the

workplace division as a threat to the loss of potential students as workplace programs are more

affordable. If more students go to the workforce rather than the technology division, enrollment

will be decreased. Decreased enrollment leads to lower funding and, in some cases, reduced

income for the instructors and professors.

There are many definitions of the term conflict. This paper uses Kenneth Thomas'

definition for the discussion here. Thomas defines conflict as; “the process which begins when

one party perceives that another has frustrated, or is about to frustrate, some concern of his.”

(Thomas, 1992). In other words, someone is in the way of what one is trying to accomplish. As

in the example above, the technology division sees the workplace division as interfering with the

enrollment of students.

Overall, there are two main types in the big picture of conflict. There is a conflict

that can be used to motivate individuals, which is known as functional conflict. The second type

of conflict is typically more well-known or experienced by individuals. This type of conflict is

typically negative and can hinder employees' attitudes and performance and is called

dysfunctional conflict. The type of conflict between the two divisions would fall into the

dysfunctional category.
 5
Conflict and Leadership in the Workplace
Function and dysfunctional conflict can be broken down into three basic types of conflict.

Interpersonal is a conflict between two people. Individual-group conflict is when the individual's

goals and desires differ from the group the individual identifies as belonging to. The third type is

group-group conflict. Here one group has a conflict with another group. As in the example of the

conflict between the technology and workforce divisions, these two are experiencing a group-to-

group conflict.

For leadership to help resolve this conflict, several other factors must be examined to

determine the best course of action. First, a leader should determine the cause of the conflict. In

our class textbook, the author describes six causes of workplace conflict. The first is competition

for resources where the need for something is greater than the something can provide. The

second cause of conflict is task interdependence. Here what one individual does on a task

directly affects the task of another. A third cause of conflict is jurisdictional ambiguity, a

disagreement about who is in charge. Communication barriers are fourth on the list.

Communication barriers are when lines of communication are unclear due to a multitude of

factors, some being physical or personal or cultural. The fifth cause of conflict is beliefs, where

the group may believe they are superior to the other. The final cause of workplace conflict is

personality or the personalities of the members of the group.

By looking at the causes while considering the conflict between the two college

departments, one can see two or more causes for the conflict. The apparent cause would be

competition for resources. The resources are students, as both departments offer similar courses,

and a student is not likely to register for two of the same courses. The remaining five causes may

not apply to the big picture example here but may apply if one was to take a closer look at
 6
Conflict and Leadership in the Workplace
conflict within the departments. A potential argument may exist over jurisdictional ambiguity as

both divisions exist within the same college.

The conflict has been identified as a group-to-group type conflict. The cause of the

conflict has been identified as competition for resources. From a leadership perspective, what is

the next step to resolve the conflict? First, the leader should decide if the conflict is functional or

dysfunctional. A leader’s ability to distinguish functional from dysfunctional conflict can make

all the difference in this scenario and help the leader decide what course of action to take.

A closer look into functional and dysfunctional conflicts reveals more underlying types of

conflict that could be contributing factors driving the conflict between the two divisions at the

college. Affective conflict and cognitive conflict are two additional factors for a leader to

consider in diagnosing the conflict between the two divisions.

Cognitive conflict is a type of conflict that could be considered rational. The conflict here

would be an intra-group conflict over an idea or a task where emotions and feelings are put aside.

Karen Jehn explains it as “conflict based on the substance of the task that the group is

performing…including differences in viewpoints, ideas, and opinions” (Jehn, 1995). From this

point forward, and for the purposes of this paper, task conflict is interchangeable with cognitive

conflict. Research shows a significant correlation between functional conflict and cognitive

conflict.

Affective conflict is typically considered the opposite of cognitive conflict. Whereas

cognitive conflict is concerned with a task, affective conflict is concerned with personal feelings

toward another. Examples of relationship conflict are conflicts about personal taste, political

preferences, values, and interpersonal style” (De Dru, Carsten, & Weingart, 2003). Affective
 7
Conflict and Leadership in the Workplace
conflict may also be considered interpersonal as the focus of the conflict has to do with another

person.

Understanding various types of conflict will enable the leader to assess the conflict

accurately. At this stage, the leader may still need to discern whether the divisional conflict is

functional or dysfunctional. Here is what is known. The technology division sees the workforce

division as a threat—the beginning of group-to-group conflict. The cause of the conflict is

competition for resources. For a leader to determine if the conflict is cognitive or affective,

employee interviews may be appropriate here.

Upon interviewing the divisional employees, it was found that the faculty of the

technology division expressed that they felt the workforce was a threat to the degree pathways

that they teach, negatively affect their income and, ultimately, the security of their careers. The

faculty of the technology division also expressed concern that the college may eliminate

traditional degree pathways in favor of workforce programs. Here the faculty would be paid

workforce wages, reducing their wages by approximately one-third.

Interviews of workforce employees showed no signs of conflict. Workforce employees

did not see the Technology division as a threat to their employment. Based on the data gathered

from the interviews. The conflict has now changed from group-to-group to intra-group conflict.

Further, the conflict should be considered a dysfunctional intra-group, affective conflict.

The diagnosis here correlates with findings by Amason. “When dysfunctional conflict

tends to be emotional and focused on personal incompatibilities or disputes (Amason A, 1996).

Ultimately the conflict is based on the beliefs of the members of the group that the workforce is a

threat to technology. Thus, the conflict is dysfunctional. The conflict is intragroup. The cause of

the conflict is now twofold due to the introduction of new evidence gathered during the
 8
Conflict and Leadership in the Workplace
employee interviews. Initially and still, the number one cause is competition for resources. The

second cause of the conflict, discussed earlier in this paper, is beliefs. The technology division

has a belief or perception of a threat from the workforce.

Now that the conflict has been assessed, a leader must decide how to manage this

conflict. The need for conflict management is apparent as the group members are dealing with

affective conflict, which, as studies show, can affect the performance and function of the group

members. Research has also shown that if the conflict is not addressed or left unattended, the

festering conflict can result in group dysfunction and deterioration in relationships between

group members, ultimately harming the organization in the long run (DeChurch, Hamilton, &

Haas, 2007).

Conflict management is an attempt to focus one’s attention, actions, and behavior toward

promoting, reducing, or resolving the cause of the conflict (DeChurch, Hamilton, & Haas, 2007).

At this point, it is necessary for the leader to call a meeting with the members of the group

experiencing the conflict with the goal of easing tensions and resolving the conflict. When

attempting to resolve the conflict, there are some key concepts for a leader to be aware of:

knowing the conflict styles of the members in the affected group and what style of conflict

management the leader will use.

They are five accepted conflict styles among individuals. The conflict style refers to how

an individual handles conflict. The five styles are avoiding, obliging, dominating, integrating,

and compromising. (Antonioni, 1999). Understanding the different styles of conflict and the style

the group or individual uses increases the leader's chance of resolving the conflict. A moderately

high level of emotional intelligence will be well suited here.

 9
Conflict and Leadership in the Workplace
The first style is avoidance. With the avoiding style, an employee will ignore the conflict

and get involved. This method may work well when the conflict is minor. However, this method

could lead to employee turnover. Employees who feel that the conflict is too great to ignore and

are disinclined to seek resolution may leave the company to avoid the conflict. It would be wise

to check in with employees who seem withdrawn to determine if there is a conflict issue. In most

cases of conflict, it is best to address the issues early before they grow. The avoidance style of

conflict will not resolve to conflict.

The second conflict style is obliging. In this style, one individual will accommodate

another to their detriment. An example of this may be waiting in line at a concert to leave. Two

drivers in their vehicles both meet at the parking lot exit at the same time. One driver lets the

other go in front, even though this causes a delay. This style prevented the conflict from

escalating and resolved the initial conflict.

The third style of conflict is dominating. The forcing style of conflict is competitive.

Persons with this style will do whatever it takes to win. They believe they are right, good, and

just. The forcing style will create other conflicts to get their resolution. Conflict in this style is

typically prolonged and only recommended for emergency use.

The fourth style of conflict is integrating. This style is used when seeking a positive

outcome for all parties. This style is suggested to be used whenever possible, as conflict

resolution is inherent when persons work together toward a common goal. It should be noted that

the integrating style of conflict management is time-consuming and is not recommended in

emergencies.

The fifth style of conflict is compromise. In a compromise, both parties will give up some

of their wants and need for the greater good. The conflict will be resolved even though both
 10
Conflict and Leadership in the Workplace
parties lose a little. Through negotiations and bargaining, the conflict is resolved, and both

parties can move forward.

In the conflict scenario of this paper, everything we need to know about the conflict has

been presented and explained. Now this paper will examine the different leadership styles that

relate to conflict resolution, how leaders can effectively manage conflict in the workplace, and

any specific strategies or techniques that can be used to resolve conflict between different groups

or departments within an organization.

Leadership styles suited to handling conflict include collaborative, transformational, and

servant leadership. These styles prioritize open communication, active listening, and empathy,

essential skills for effectively managing conflict in the workplace.

Collaborative leadership involves working together with others to find a mutually

beneficial solution. Collaborative leadership focuses on working together with team members to

achieve common goals. This approach is based on the idea that everyone has unique strengths

and perspectives. By combining these strengths and ideas, the team becomes stronger.

Collaborative leaders foster an environment of open communication, mutual respect, and trust.

They motivate team members to contribute their ideas and opinions. They also promote a culture

of accountability, where everyone takes ownership of their work and is responsible for achieving

the team's objectives. Collaborative leadership is a powerful way to build strong, high-

performing teams capable of achieving great things together.

Collaborative leadership is particularly well-suited for conflict resolution because it

emphasizes open communication and mutual respect. When conflicts arise, collaborative leaders

encourage team members to share their perspectives and work together to find a solution that

benefits everyone. By fostering a culture of collaboration, these leaders create a culture where
 11
Conflict and Leadership in the Workplace
conflicts can be addressed in a constructive and respectful manner. Collaborative leaders are

skilled at finding common ground and identifying shared goals. The commonality of shared

meaning can bring people together and resolve conflict. The collaborative approach to leadership

is an effective way to address conflicts and build stronger, more cohesive teams.

Transformational leadership is a style of leadership where the leader focuses on task-

oriented behaviors (Aamodt, 2015.) Transformational leadership also inspires and motivates

team members to achieve their full potential. Transformational leaders are considered

visionaries. They set goals and empower others to take action toward those goals.

Transformational leaders are also seen as role models and effectively build trust and develop

strong relationships with their followers. They are also skilled at creating a sense of shared

purpose and inspiring a sense of ownership among their team members. Transformational

leadership is a powerful approach that can drive innovation, creativity, and growth within an

organization. Transformational leadership can create an environment where conflicts can be

addressed constructively and respectfully rather than escalate into more serious problems. The

culture created by transformational leadership will inherently reduce conflict

.
The Servant leadership style focuses on putting the needs of others before oneself to work

toward the greater good. In a sense, servant leader works for their subordinates. The servant

leader sees their position as a role to play in the bigger picture. These leaders serve others by

helping them to achieve their goals and supporting their personal and professional development.

Servant leaders are committed to creating a positive work environment, building strong

relationships, and empowering their team members to be their best selves. They also focus on

listening to others, showing empathy, and fostering collaboration. Servant leadership is a

 12
Conflict and Leadership in the Workplace
compassionate and selfless approach to leadership that can positively impact organizational

culture and employee well-being.

Servant leadership is well-suited to conflict resolution because it prioritizes the needs of

others and focuses on building solid relationships. Servant leaders understand that conflicts can

arise in any workplace and are committed to resolving them in a fair and respectful manner.

They listen actively to all parties involved, show empathy for their perspectives and feelings, and

work with their employees to find a solution that meets everyone's needs. By creating a positive

work environment and empowering team members to be their best selves, servant leaders can

prevent conflicts from escalating and promote a culture of mutual respect and understanding. The

compassionate and selfless approach of servant leadership can help to resolve conflicts in a way

that benefits everyone involved.

The previous three styles of leadership explained in this paper share a commonality that

will inherently lend itself to conflict resolution. That commonality is the focus on employees.

When employees feel valued, heard, and understood by leadership, this will contribute to and

enhance the employee's well-being. As well-being rises, so does self-esteem and confidence. The

increased mood is contagious and will begin to propagate throughout the organization. Negative

thoughts tend to subside, and a workplace culture begins to develop.

Workplace culture is a significant motivator in employee retention, performance, and

satisfaction. Satisfied employees have fewer conflicts. A survey conducted by FTI Consulting

and Mine the Gap of nearly 6,000 professionals in the technology, finance, legal, energy, and

healthcare industries found that work-life balance and a welcoming office culture with

collaboration and communication among colleagues to be top corporate values that outweigh

financial compensation and company growth. For these professionals, feeling undervalued was
 13
Conflict and Leadership in the Workplace
the number one reason for leaving a company.(Market News, 2019). As we can see in this

excerpt, culture and camaraderie in the workplace are the most highly valued aspects of the

workplace. Studies also show that companies that score high in this area have higher production

and earnings (LaCelle, 2021).

Conclusion

I will summarize the findings of the conflict scenario and suggest a course of action to

take to resolve the conflict. The perceived conflict is competition for resources. The conflict

exists within the technology division only, thus making it an intragroup-type conflict. The

conflict is currently dysfunctional as affected group members view their jobs in jeopardy.

Conflict resolution is necessary as the conflict is dysfunctional. A collaborative approach is

recommended in managing this conflict as both divisions ultimately serve the same institution.

The employees’ concerns should be addressed in a group meeting by the dean of technology and

again later individually. Afterward, the concerns were taken to higher management within the

college.

Ultimately the underlying issue of the conflict is a nationwide enrollment crisis. With an

abundance of resources, the conflict would not exist. However, some conflicts cannot be

resolved as the leaders’ control can only extend so far. If the leader fails to resolve this issue, the

employees may seek union involvement. What the leader can do here is to assure the employees

that they are doing everything they can to help them with their concerns.
 14
Conflict and Leadership in the Workplace

References

Antonioni, D. (1999). Relationship between the big five personality factors and conflict
management styles. International Journal of Conflict Management, 9(4), 336-355.
doi:https://doi.org/10.1108/eb022814
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on
strategic decision making: Resolving a paradox for top management teams. Academy of
Management Journal, 39(1), 123-148. doi:https://doi.org/10.2307/256633
Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of
conflict resolution in teams: A close look at the links between conflict type, conflict
management strategies, and team outcomes. Journal of Applied Psychology, 93(1), 170-
188. doi:https://doi.org/10.1037/0021-9010.93.1.170
DeChurch, L. A., Hamilton, K. L., & Haas, C. (2007). Effects of conflict management strategies
on perceptions of intragroup conflict. Group Dynamics: Theory, Research, and
Practice, 11(1), 66-78. doi:https://doi.org/10.1037/1089-2699.11.1.66
De Dreu, Carsten K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team
performance, and team member satisfaction: A meta-analysis. Journal of Applied
Psychology, 88(4), 741-749. doi:https://doi.org/10.1037/0021-9010.88.4.741
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup
conflict. Administrative Science Quarterly, 40(2), 256-282.
doi:https://doi.org/10.2307/2393638
LaCelle, J. (2021). How Culture Helps Manage Workplace Conflict.
Research Finds Transforming Workplace Culture Is Key To Retaining The Best Talent. Market
News Publishing. (March 28, 2019, Thursday). https://advance-lexis-
com.sienaheights.idm.oclc.org/api/document?
collection=news&id=urn:contentItem:5VRY-TNJ1-JC13-H1X9-00000-
00&context=1516831.
Rimmer, A. (2021). How can I manage conflict in my team? BMJ : British Medical Journal
(Online), 374 doi:https://doi.org/10.1136/bmj.n2215
Thomas, K. (1992). Conflict and Conflict Management: Reflections and Update. <i>Journal of
Organizational Behavior,</i> <i>13</i>(3), 265-274. Retrieved August 14, 2021, from
http://www.jstor.org/stable/2488472
 15
Conflict and Leadership in the Workplace
Tsai, M. (2022). Can conflict cultivate collaboration? the positive impact of mild versus intense
task conflict via perceived openness rather than emotions. Journal of Experimental
Psychology: Applied, doi:https://doi.org/10.1037/xap0000448
 16
Conflict and Leadership in the Workplace