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In keeping with the collaboration of HR and leaders across the organization, more communicative, open structures to conflict resolution perform more effectively than autocratic ones (Carmeli, Atwater, Levi, 2011). The ability to emerge from conflict with greater trust is a major difference between transactional, autocratic or transformational leaders managing conflict resolution strategies. The idea is to use conflict as a galvanizing force in getting the organization to its goals. Autocratic approaches to this strategy rarely work and often fail to take into account he specific needs and perceptions of those involved (Guttman, 2009). What is needed is a more developmental, transformational-based approach to conflict resolution, one that allows each side to take ownership of the end result (Carmeli, Atwater, Levi, 2011).
Conclusion
Conflict management is a shared responsibility between the leaders of an organization and the HR professionals advising them on techniques and approaches (Guttman, 2009). The best conflict resolution approaches...
Ultimately the development of an effective conflict management strategy must focus on mitigating disruptions to goals and seeing the differences that arise as a means to accelerate the attainment of difficult, long-term strategic objectives.
References
Carmeli, A., Atwater, L., & Levi, A.. (2011). How leadership enhances employees' knowledge sharing: the intervening roles of relational and organizational identification. Journal of Technology Transfer, 36(3), 257-274.
Shelley D. Dionne, Francis J. Yammarino, Leanne E. Atwater, & William D. Spangler. (2004). Transformational leadership and team performance. Journal of Organizational Change Management, 17(2), 177-193.
Guttman, H.. (2009). Conflict Management as a Core Competency for HR Professionals. People and Strategy, 32(1), 32-39.
Levasseur, R.. (2011). People Skills: Optimizing Team Development and Performance. Interfaces, 41(2), 204-208.
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