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LEADERSHIP AND CONFLICT MANAGEMENT

INTRODUCTION

The concept of leadership is applicable to many areas of life including business, religion, family life,

community, government e.t.c. It is often erroneous to believe that leadership is exclusive to people who

occupy top positions in any group. According to a popular leadership expert John C. Maxwell everyone can

develop his or her leadership skill or influence from anywhere in the group. A good leader doesnt wait to

be at the top of the group before they start exhibiting and influencing the group with their leadership skills.The living legend Nelson Mandela showed great leadership powers in the heart of the anti- apartheid

struggle in South Africa. Dr. Martin Luther King Jr. lead a protest against inhumane treatment of the blacks

to the Lincoln memorial where he delivered his popular speech I have a dream the above mentioned

legends did not start leading from the top.

Mediocrity in leadership and consequent complete disarray in followership is the major problem in most

groups today. Inordinate crave for power without the requisite ability and integrity has become a norm, the

purpose of leadership had been relegated while the crave for power and position has taken the centre stage.

The consequence is a society without proper focus. Hence, this paper seek to address the fundamental

purpose of leadership, what quality a leader should possess, who should be a leader, how a leader shouldmanage conflict since it is an integral part of any group.

LEADERSHIP

Leadership styles vary from one person to the other. Some people adopt the leadership style of their

mentor, others lead by their intrinsic attributes, such that defining leadership cannot be all inclusive;

however the purpose of leadership is the same in every group. Therefore we can say that leadership is the

ability to guide, direct or influence people toward achieving organizational goal. People come together to

get a leader who would guide the group toward meeting the needs of the group. Such a leader must have

the courage to allow diverse opinions from members to be heard. Members should freely express

themselves without intimidation from the leader. In this context a leader cannot achieve the group set goal

alone. This is why Geoffrey Bellman defines leadership as energy collected directed and released toward a

future vision. And as groups are made up of people, conflict is inevitable, hence the kind of leadership is one

that would have to courage, integrity and ability to lead and address social conflict among the members of

the group.

WHO IS A LEADER?

A leader is anyone who has the courage and ability to engage in the activity of mobilizing people to work

toward a desired future which not only meet the need of the people but elevates them. A good leader

usually starts leading from the middle of the organization. Some people are born leaders or natural leaders

while others are nurtured or trained leaders. A leader should possess the right kind attributes. He or she

should be someone everyone can rely on and relate with. Commanding and charismatic characteristics toget people focused on the organizational set goal. He or she should be a good listener to enable him/her

understand the needs of the people. Other attributes of a leader includes honesty and transparency,

competence, forward looking and inspiring.

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CONFLICT

Conflict as a phenomenon is relative and does not have one generally acceptable definition, however, it has

been defined as the existence if non-compatibility or disagreements between individuals, groups,

organizations or nation in their interaction over issues of interests, values, beliefs, emotions, goals, space,

positions, scarce resources e.t.c. It could also mean to come into opposition, clash or to fight. For conflict

situation to be possible two or more parties will have to be interest in one thing which is the cause of

conflict.

CAUSES OF CONFILCT

Some causes of conflict include the following:

Communication failure

Methodological differences

Value differences

Differences regarding authority

Goal differences

Personality conflict

Non- compliance with rules

Differences regarding responsibility Lack of cooperation

Competition over resources

TYPES OF CONFLICT

Some types of conflict that are inherent in an organization include:

Data Conflict

This type of conflict occur as a result of lack of information to make wise decision, misinformation or

misinterpretation of the available data could lead to conflict.

Interest Conflict

This is caused by competition over perceived incompatible norm. Conflict of interest occur when on

party believe that to satisfy his or her needs, the needs of the other party or an opponent must be

sacrificed. This kind of conflict occur over substantive issues such as money, physical resources, time

e.t.c. for an interest based conflict to be resolved, parties must be made to harmonized their individual

interest for the overall good of the group.

Pseudo Conflict

This refers to a misunderstanding in which we perceive that there is a conflict when there is none. For

instance Peter and Paul may agree on a topic but do not realize it, which may lead to misinterpretation

of each others message.

Ego Conflict

This occurs when we are emotionally interested in a decision, when we are sentimental and look on

opposition to our views as a personal attack on our personality. Simple Conflict

This is a difference in opinion that both parties recognize, acknowledge and accept. The conflict may be

over how to share limited resources, whom to support in an election e.t.c. the solution lies in agreeing in

an agreeable manner. If the issue is minor, it is easier to compromise or accommodate, it the issue is

major, it is better to collaborate to resolve the conflict.

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CONFLICT HANDLING STYLES

There are different models of conflict handling styles just as there are leadership styles. There is no one

generally acceptable model for every conflict but a best style suitable or appropriate for a given conflict

situation. The following are a few models:

A. McSwain and Treadwell, suggest five styles in hand-book of Practical Theology;

1. The Problem Solver: The problem solver does not flee from the conflict but presses for a

conversation and negotiation until an agreeable or satisfactory solution is reached. It is most

effective with groups that share common goals and whose conflict stems from miscommunication.2. The Super Helper: The super helper could sacrifice to resolve a conflict. More sensitive to others

than self, though often passive in his/her conflict but active to help others resolve their conflict. It is

better for one to resolve personal conflicts so as to effectively help others.

3. The Power Broker: To the power broker, solutions are more important than relationships, even if a

person leaves the group as long as a solution was achieved, they are satisfied.

4. The Facilitator: They adapt to different kinds of situations and styles in order to reach a compromises

between competing factions. It could be applied for emotional conflict.

5. The Fearful Loser: This person runs from conflict probably because they are personally insecure. This

tends to produce hostility and a weakening leadership.

B. Speed Leas in Discover Your Conflict Management Style , mentioned six styles;

1. Persuading: Trying to change anothers point of view, way of thinking, feeling or ideas. One can

persuade when there is great trust, influence and when one party does not have strong opinions on

the subject.

2. Compelling: This is the use of physical or emotional force, authority or pressure to oblige or constrain

someone to act in a desired way. This can be applied when you are threatened or under attack; when

rights are being violated, when you have authority to demand compliance.

3. Avoiding: This is actually a category that combines four styles; avoidance (to evade or stay away from

conflict) ignoring (act as if the conflict is not going on); fleeing (actively removing oneself from the

arena in which conflict might take place); and accommodation (going along with an opposition to

keep the relationship). Strategies include procrastination, saying yes to request but not acting onthem, showing concern without responding to the problem. Avoid this style when differences are

trivial, when parties relationship is unimportant. This style can be used to buy time.

4. Collaboration: This style is a process of co-labouring with others to resolve difficulties that are being

experienced. It is also called mutual or joint problem solving. It is used when people are willing to

bargain and compromise.

5. Supporting: Here one person will provide a support to the person who is experiencing the conflict. It

involves strengthening or empowering ones party so that they can handle their difficulties. Support

when the problem is a responsibility of someone else, when one party is unwilling to deal with issues.

When a leader becomes engaged in a conflict there are two major concerns to deal with (a) achieving set

goals and (b) preserving relationship. The importance of goals and relationships affect how leaders act in a

conflict situation. Given these two concerns, the following five styles of managing conflict suffice:

1. Withdrawing: This category of people withdraw to avoid conflicts. They give up their personal goals and

relationships, stay away from the issues that are causing the conflict and the people they are in the

conflict with, resolving the conflict is not their concern, to them it is easier and better to do nothing.

They believe it is easier to withdraw from a conflict than to face it.

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2. Forcing: People in this category try to overpower opponents by forcing them to accept their solution to

the conflict. Their goals are highly important but the relationship is of minor importance. They seek to

achieve their goal at all cost. They believe that conflicts are settled by one person winning and the other

losing. While winning gives them a sense of pride, losing gives them a sense of weakness and failure.

They try to win by attacking, overpowering and intimidating other people.

3. Smoothing: For those who fall into this category, the relationship is of great importance while their own

goals are of less importance. They want to be accepted and liked by other people, they think that conflict

should be avoided in favour of harmony and believe that conflicts cannot be discussed without damagingrelationships. They are afraid that if the conflict continues, someone will get hurt and that would ruin the

relationship. They give up their goal to preserve the relationship, so they try to smooth over the conflict

in fear of harming the relationship.

4. Compromising: People with this style are moderately concerned with their own goals and about their

relationships with other people. They seek a compromise, they give up part of their goals and persuade

the other party to give up part of their goals and then seek a solution where both sides gain something.

5. Confronting: People in this category confront to achieve their goals and preserve relationships. They

believe conflict improve relationships by reducing tension between people. They want all tensions and

negative feelings to be fully resolved.

DIMENSION OF CONFLICT

1. Prevention: Conflict can be prevented or reduced when good management principles are applied in

the organization by the leaders. When quality relationship that is accompanied by love, kindness and

tolerance exist among members.

2. Management of Conflicts: In spite of the best efforts at prevention, conflict does arise. The secret is

to learn to cope positively with conflict and not to see it as an enemy to peace, but an opportunity

for growth in relationships.

CONCLUSION

Leadership are not necessarily to crack down on parties involved in conflict but should look at the issues

causing the conflict, as the success or failure recorded in handling any particular conflict is determined bythe style we apply and how suitable the style is in handling that particular conflict.