Relationship of leadership and conflict management

relationship of leadership and conflict management

differences in conflict management styles and the leadership styles related to them. for example, the human relations approach emanating from the studies of. Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling. Jun 1, Key words: Leadership style; Interpersonal conflict;. Management; Osun State causes of conflict and their resolution in relation to the.

Benevolent Autocrat knows what he wants from the people, situations and how to get things completed in his way without causing resentment. Executive is a good motivator who sets high standards, treats everyone differently, and prefers team management.

The participative style presents a happy medium between over controlling micromanaging and not being engaged and tends to be seen in organizations that must innovate to prosper.

Some styles overlap i. Below is a detailed description of all these style. Leadership styles Leadership style plays an important role in shaping the behaviour and attitudes of employees in and organization. Reinke identifies four leadership styles and stresses that each style has a fundamental foundation and that most leaders practice some form of leadership or a combination of styles during their normal work routine.

Autocratic Leadership Style Autocratic leaders limit self-determination and autonomy and push followers to accept the their ideas. Such leadership decrease subordinates sense of control and goal striving and increase powerlessness. Autocratic leaders are in complete control as they push their followers to conform to their image. They leave little room for free thought. Although not a popular approach to leadership there are situations when it is most suitable, for when an organization is in a crisis and followers require clear and concise direction.

Bureaucratic Leadership Style is commonly defined as one that emphasizes procedures. It is the use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behavior and assess performance Brian Bureaucratic leaders are motivated by the need to control through documentation.

Followers are merely instruments used to create bureaucracy within the organization as well as understand the procedures they write. Bureaucratic leaders produce followers that do only what is expected and nothing more. Reinke Democratic Leadership Style has been called a participative style because it suggests that leaders allow followers to participate in the management process.

There are times when allowing followers to participate in management decisions can cause some democratic leaders to fear losing control.

Richard suggests in democratic leadership, the role of the leader is not just solving problems but more importantly is to identify the conditions for effective solutions. Democratic leaders are motivated by highly skilled and experienced employees who are not afraid to express their opinions. This style, sometimes called autocratic do what I tell youis used when leaders tell their followers what they want done and how they want it accomplished, without input or advice from their followers.

The leader identifies a problem, considers alternative solutions, chooses one, and then tells others what to do. Subordinates neither participate in the decision making process, nor are they consulted in the matter until after the decision is made. Often the leader will then try to persuade them to accept it. This is frequently used as a primary method of managers. It would be suitable to use also with an individual who is just learning the job, and is motivated to learn a new skill.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abuse of power.

This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around, which has no place in a leader's repertoire. The authoritarian style should normally only be used on rare occasions, and often is unproductive in a volunteer situation.

If a leader has the time and wants to gain more Commitment and motivation from others, then the democratic style should be used. Traits of democratic leadership and situations where this style of leadership is effective: With this style, also called participative, Let's work together to solve this the leader includes one or more other individuals in the decision making process to determine what to do and how to do it.

However, the responsibility and authority for making the final decision remains with the leader. Using this style is not a sign of weakness but rather a sign of strength which others will respect.

The leader presents the problem to the group, requesting ideas on how to solve it. After hearing the group's viewpoints And suggestions, the leader makes the decision. This is normally used when the leader has part of the information, and other folks may Have other parts or ideas. A leader is not expected to know everything -- this is why a Successful leader will make use of knowledgeable and skillful unit members to produce a solution to a problem or a decision on a job.

Using this style is of mutual benefit -- it Allows others to become part of the team and allows the leader to make better Decisions.

relationship of leadership and conflict management

This style is also appropriately used with a group of individuals who know their jobs and Want to become part of the team. The leader knows the problem, but may not have all The information. This style is most likely to be effective, more often than not, with Volunteers.

Leadership styles can be thought of as falling along two dimensions: No business leader acts purely along one dimension, but favoring certain behaviors and approaches to management gives a leader dominance in one dimension or the other.

Business owners and managers should aim to develop their non-dominant dimension because no one style is right for all situations. Task-Oriented Styles The autocratic and transactional leadership styles fall along the task-oriented dimension.

The transaction refers to the employment agreement: The employer agrees to pay an employee in exchange for work. The manager motivates employees through reward and punishment. This style accomplishes the work but leaves little room for innovative performance. Autocratic leadership is closely related to the transactional style, with command and obedience included in the transaction.

Autocratic leadership is appropriate in organizations such as the military. People-Oriented Styles Along the people-oriented dimension, employees play some role in decision-making processes. In the participative style, the leader receives input from employees regarding potential courses of action, and then makes the final decisions. The laissez-faire leadership style delegate power to employees, who have a lot of latitude to act independently.

In these styles, employees must be well- trained and knowledgeable to provide legitimate contributions. Transformational leadership adheres to a vision of what a company and its people can become. Employee development promotes achievement. The leader provides inspiration to workers, who are expected to give their best in service to the vision. Conflict management refers to the modes used by either or both parties to cope with a conflict.

While the body of literature gave various motives behind the management of conflict, researchers differed in their perspectives of why management was essential.

Conflicts are influenced by a variety of factors. From every aspect, conflict can be possible: Researchers disclose that additional risk factors for conflict may be hectically paced or monotonous work, white collar status, neuroticism or hostility Raeve, et.

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.

relationship of leadership and conflict management

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. 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.

relationship of leadership and conflict management

Because leaders guide, direct and often inspire their employees or teams, followers may instinctively look to their direction when conflicts occur. A review of the current literature reveals a synthesis on conflict management styles.

Most leaders employ one of five specific styles to manage 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.

Leadership & Conflict Management: A Review of the Literature | Pamela McClinton -

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: 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. 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: 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.

Conflict management, therefore, can be defined as an affirmative and effective approach to managing differences or disagreements Asawo, 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.

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. 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, 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 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.