Abstract
This article examines conflict management as a central component of organizational life, particularly within educational settings. Conflict is defined as interaction among interdependent parties over perceived incompatible goals or actions, with potential to be either destructive or constructive. Constructive management emphasizes clarity, openness, and trust, while destructive approaches foster rigidity, defensiveness, and escalation. The discussion explores the unique features of academic organizations, including loosely coupled systems, competing goals, scarce resources, and divided professional loyalties, which make them especially prone to disputes. Strategies reviewed include conflict styles such as confrontation, forcing, smoothing, compromising, and avoiding, as well as bargaining approaches that encourage proposal exchange and integrative solutions. The article also highlights the role of administrators as third-party interventionists, considering inquisitorial, adversarial, and mediation models. It concludes that effective conflict management is vital for leadership, decision making, and sustaining organizational balance.
Recommended Citation
Putnam, Linda L.
(1987)
"Leadership and Conflict Management,"
Association for Communication Administration Bulletin: Vol. 61, Article 7.
Available at:
https://stars.library.ucf.edu/aca/vol61/iss1/7
