The ability to skilfully deal with conflict resolution and negotiation is a vital talent in leadership. Leaders face various issues daily, whether in corporate, governmental, or social environments. These disputes range from simple disagreements over opinions to more complicated interpersonal and within-group problems. How leaders address these issues can substantially impact their teams' and organisations' effectiveness and serenity.
In addition to dispute resolution, explore the art of negotiating, which is another essential talent for leaders. Leaders use negotiation to gain agreements, manage resources, and negotiate complicated procedures for making decisions.Â
The necessity for ongoing growth and development is essential in the changing leadership environment, and senior executives play a critical role in establishing an organisation's destiny. The Senior Leadership Programme concept has evolved as a strong and transforming tool as organisations strive for quality and creativity.
In this article, we explain a leader's role in handling conflict among teammates, outline measures you may take to resolve issues and provide further conflict management advice successfully.
Understanding Conflict in Leadership
Conflict in the light of leadership signifies the existence of disputes, and differences that develop when different people within an organisation have contradictory interests, aims, values, or views. It symbolises an argument, which can be either internal or external, nonverbal or verbal, and is a common trait in the challenging environment of leadership.
Types of Conflict in Leadership
Given below are different types of conflict in leadership:
1- Intrapersonal Conflict
This type of conflict happens when two people in an organisation have opposing aims or strategies. Each person has a distinct character, so there will always be variances in decisions and viewpoints. Usually, it is beneficial for a leader experiencing intrapersonal conflict to interact with people who can assist them in resolving differences and finding solutions to negate difficult situation.
2- Interpersonal Conflict
Interpersonal conflicts occur when managers clash with other individuals, especially team members, coworkers, or supervisors. Everyone has a unique personality, and as a result, there will be variances in preferences and viewpoints. Leaders have to handle interpersonal disputes in order to preserve their personal growth and develop connections with other members in an organisation.
2- Intergroup Conflict
Intergroup disputes occur when various teams, or groups within an organisation disagree. These conflicts frequently arise from resource rivalry, competing interests, targets, or interdependence. To promote harmony among employees and the overall performance of the organisation, managers must resolve and handle intergroup conflicts.
4- Intragroup Conflict
This dispute can arise between two members of the same organisation or group. Disputes between team members, like interpersonal conflict, are generally the outcome of varying mindsets. To enhance teamwork and accomplish mutual objectives, leaders must support the resolution of conflicts among their teams.
The Role of Leadership in Conflict Resolution
Leadership Styles and Their Impact on Conflict Resolution
The manner in which a leader leads has a significant impact on the way conflicts are managed inside an organisation. Various leadership styles may heighten or alleviate conflict. It is critical to look into the following implications:
Autocratic Leadership: Autocratic leaders can make decisions unilaterally, leading to challenges since other team members are not involved.
Democratic Leadership: Democratic leadership involves teammates in making decisions, which can promote acceptance and minimise conflict through cooperation.
Laissez-faire Leadership: A hands-off strategy for leadership is often known as delegation management. These conflicts can arise as a result of a lack of guidance or responsibility.
Transformational Leadership: This inspires and motivates their teams and brings team members together to reduce the chance of disagreements due to similar goals and values in an organisation.
Guidelines for Effective Conflict Management in Leadership
Aside from everything you can take as a leader to deal with conflict, there are a few suggestions you can adhere to when attempting to resolve a conflict. These are:
Keeping Borders
While resolving issues, a leader should consider maintaining workplace boundaries. Through this, it helps the teammates and other members to behave in a conflict-avoidant manner. Workplace boundaries could include ensuring that any conflict discussion is limited to the individuals involved.
Developing Objectives
It is beneficial when all the members involved in a conflict understand what each one desires in a prospective resolution. This could contain the goals as their leader, such as fostering a productive or happy work atmosphere. Knowing the objectives of other teammates can resolve the conflicts and difficulties in a mutually beneficial way.
Conclusion
Understanding Conflict Resolution and Negotiation in Leadership explores the complexities of managing leadership in an organisation, where disputes are both an obstacle and a chance for growth. Across this article, we've discussed the fundamentals of comprehending, handling, and utilising conflicts in order to support organisational development, cooperation, and improvements.
Conflict resolution must be included in a leader's portfolio and used when conflict emerges within an organisation. Leaders must recognise how disagreement could destroy their team or organisation. They may create possibilities for better team structure. They can rely on their leadership skills and identify which conflict-handling approach is required depending on the situation.
Explore the Global Senior Leadership Programme offered by Imarticus, which is a systematic training programme designed for high-level executives, and organisational leaders. Senior Leadership Course provides learners with advanced leadership abilities, and the skills to tackle difficult challenges such as dispute resolution and negotiation.
