OF CONFLCIT AND LEADERSHIP

Conflict is inevitable at whatever point when two or more individuals

communicate, regardless of whether in work or at home. Conflict is unavoidable in

working environment settings, and clashes can emerge between colleagues,

leaders and subordinates, or even among internal and external partners. As

organizations endeavor to accomplish their objectives, they are frequently beset

with difficulties they should overcome as a team. Difficulties leave room for conflict

between individuals, other associations, groups and different parties involved with

the organization’s mission. Certo (2013) contends that handling conflict is one of the

key leadership competencies and all leaders should study and practice compelling

conflict management skills to keep up a positive work environment.

Literature has its four sorts of conflict: intrapersonal, interpersonal, intragroup

and intergroup.

First is intrapersonal. Conflict within a person is not generally simple to

distinguish, yet it can be obvious when mood swings are noticed. Intrapersonal

struggle is likewise obvious when a man experiences difficulty picking between two

or more alternatives. Burton (2015) reveals that many of us do not have what it

takes to deal with genuine intrapersonal clashes, hence, referring to trained

professional is the most ideal approach to deal with this issue.

Next is interpersonal. Conflict between two individuals is not that awful,

especially if the peculiarities can be settled. Aula (2010) reported that individuals

react in various approaches to disagreements. Sometimes, leaders need step in to

settle the disparities between members of the organization. Her study further
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identified the areas where workers may discover resolution, including concern for

themselves, concern for the other individuals, collaboration or compromise.

Third is intragroup. Departmental coordination is important in keeping up

productivity and morale in the workplace. When two individuals do not get along

with each other, their personal conflict can affect everybody. A few examples of

intragroup clashes may include ethnic, religious or sex partiality, perceived or

genuine injustices and different personality differences (Adjarani, 2016). Depending

upon how solid the conflict is, you may need outside help to resolve differences.

Last is intergroup. Fights between groups can turn into an issue particularly

when productivity and performance are being hampered. One group may not

normally get along with other groups due to differences. Duggens (2013) noted that

perceived differences in status and diverse group objectives can fuel intergroup

conflicts. In many cases, this prompts miscommunication or even no communication

at all, affecting the organization to perform well. Under a few conditions, a facilitator

might be tapped to help talk about issues of conflict and other related concerns.

Enabling this problem to propel can hinder the growth of the organization.

What Can Leaders Do?

Leaders can consider conflict to be innately negative, or as characteristically

positive, utilizing conflict to influence positive change. Below are some of the ways

leaders need to consider in dealing with conflicts:

1. Have a positive perspective

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 Leaders need to acknowledge conflict as a development process. Conflict

can be an advantage for the organization if it is dealt with properly (Slabbs, 2014).

It can help the organization to learn from its inaccuracies and identify areas of

required improvement. Innovation can be generated from creative solutions and

better approaches for resolution can emerge.

2. Create a grievance procedure

Make a grievance method for all members. Let all the members of the

organization know that their voices will definitely be heard and be responded

properly and promptly. This can keep terrible sentiments from rotting and

developing into hatred and bitterness (Russ, 2013). Conflict is best taken care of

speedily and straightforwardly. If the organization culture is adequately well

disposed toward constructive conflict, all the members should see the benefit of

letting their grievances, thoughts and issues be heard.

3. Get to the cause

Concentrate on profound established causes as opposed to superficial

effects when assessing conflicts. Endeavoring to resolve the conflict by tending to

surface issues will rarely make significant change or enduring solutions (Graham,

2014). Look further to address the reasons that incidents happen.

For instance, if a leader gets himself continually in conflict with a subordinate

because of falling efficiency levels, the leader may need to address the employee

and conduct a head-on. Revisiting the review with the subordinate might be

significantly more successful than making incremental performance goals for him.

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4. Hear voices equally

Give all parties to a conflict an equivalent voice, regardless to their position,

length of service or political control. Those who are involved can end up noticeably

cautious if they feel they are being underestimated or are experiencing a procedure

prompting a predetermined result. Go beyond simply giving everybody an

equivalent opportunity to talk; give their reasons an equivalent weight in your mind

while resolving a conflict.

5. Encourage resolution participation

Include all parties, if conceivable, when drafting conflict resolutions. The

hypothesis of Management By Objectives (MBO) states that members of the

organization are, by and large, more dedicated to objectives that they have helped

to create (Ongory, 2014). The same holds constant for resolving conflicts. There is

more than one side to each conflict, and all sides should benefit from the conflict

resolution. Look for resolutions that will keep the conflict from happening once

more, as opposed to just delaying a repeat occurrence.

Conclusion

Conflicts are a piece of human awareness in all aspects of life. One cannot

keep away from conflict, regardless of whether at home or at the workplace.

Leadership is one of the key factors in deciding future changes and

developing a very clear and particular vision of the organization. Leaders are

individuals with feelings, convictions, and values. The conflict exists until the

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difference is settled. Leaders need to positively and properly utilize their position,

aptitude or influential capacity to practice control over their subordinates (Wallace,

2015). By utilizing the participative authority style, leaders can cultivate an

environment of cooperation and collaboration empowers members to work

adequately as a group.

An efficient leader speedily analyze issues that thwart group productivity,

makes prompt corrective measures to resolve differences and encourages

members to develop fundamental skills to resolve conflicts on their own.