Literature Review On Conflict Management

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

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.
LEADERSHIP & CONFLICT MANAGEMENT
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

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