Handbook of Conflict Management Research
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Handbook of Conflict Management Research

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.
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Chapter 25: Intragroup conflict and the interpersonal leadership circumplex: Matching leadership behaviors to conflict types

Astrid C. Homan, Marleen Redeker and Reinout E. de Vries


Conflicts have been found to often negatively affect the functioning of teams (De Wit et al., 2012), which makes the effective management of conflicts crucial. Because of their influential positions, leaders might hold the key to successful conflict management in teams (Yukl, 2010). We will zoom in on two types of conflict: task and relationship. Whereas relationship conflicts have been found to deteriorate team functioning, task conflicts under some conditions actually benefit team performance (De Wit et al., 2012), which makes understanding when and how to address these frictions in teams highly important. We connect an interpersonal leadership model to the conflict literature, and propose that leaders should adapt their leadership behaviors to the specific conflict that is occurring within the team (Avolio, 2007; Fiedler, 1965; see also Jehn and Bendersky, 2003). By distinguishing agentic and communal dimensions of leadership behavior, specific strategies can be distinguished to deal with different types of conflicts. Using relevant empirical findings, we illuminate how appropriate leader behaviors will lead to effective conflict management.

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