“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”

(Stephen R. Covey’s The 7 Habits of Highly Effective People)

Hello,

Hope these references are helpful...

Altmäe, S., Türk, K., & Ott-Siim Toomet. (2013). Thomas-kilmann's conflict management modes and their relationship to fiedler's leadership styles (basing on estonian organizations). Baltic Journal of Management, 8(1), 45-65. doi:http://dx.doi.org/10.1108/17465261311291650

Canen, A. G., & Canen, A. (2008). Multicultural leadership: The costs of its absence in organizational conflict management. International Journal of Conflict Management, 19(1), 4-19.

Cerni, T., Curtis, G. J., & Colmar, S. H. (2014). Cognitive‐experiential leadership model: How leaders’ information‐processing systems can influence leadership styles, influencing tactics, conflict management, and organizational outcomes. Journal of Leadership Studies, 8(3), 26-39.

Chang, W., & Lee, C. (2013). Virtual team e‐leadership: The effects of leadership style and conflict management mode on the online learning performance of students in a business‐planning course. British Journal of Educational Technology, 44(6), 986-999.

Coleman, P. T., & Kugler, K. G. (2014). Tracking managerial conflict adaptivity: Introducing a dynamic measure of adaptive conflict management in organizations. Journal of Organizational Behavior, 35(7), 945-968. Retrieved from http://search.proquest.com/docview/1560645430?accountid=13608

Liu, L. A., Inlow, L., & Feng, J. B. (2014). Institutionalizing sustainable conflict management in organizations: Leaders, networks, and sensemaking. Conflict Resolution Quarterly, 32(2), 155-176.

Odentunde, O. J. (2013). Influence of transformational and transactional leaderships, and leaders’ sex on organisational conflict management behaviour. Gender & Behaviour, 11(1), 5323-5335.

Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. (2014). Leadership styles: Relationship with conflict management styles. International Journal of Conflict Management, 25(3), 214-225.

Yang, Y. (2012). Studies of transformational leadership in consumer service: Leadership trust and the mediating-moderating role of cooperative conflict management. Psychological Reports, 110(1), 315-337.

Zhang, X., Cao, Q., & Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. The Journal of Management Studies, 48(7), 1586.

Conflict in Organizations, available at https://www.researchgate.net/publication/266477441_Conflict_in_Organizations, may be of interest. That article recognizes that heterogeneity in values and ideas is a profound reality that organizations (and societies at large) have to deal with; it can—and usually does—breed intrapersonal, interpersonal, intragroup, and/or intergroup conflict. Importantly, the article recognizes also that conflict is also an inevitable part of dynamic growth (or decline). In a word, the strategies for managing interpersonal, intragroup, and intergroup conflict are (i) integrating, (ii) obliging, (iii) dominating, (iv) avoiding, and (v) compromising.

Crucially, however, Conflict in Organizations makes the point that the above-mentioned approaches—which reduce complexity—make sense in low-context situations but do not in the sphere of multiple, interacting phenomena. In such environments, the social context of conflicts is evolutionary, meaning that causes and effects are not always directly linked, proportionate, or predictable; there, complex adaptive systems such as conflicts are better understood through requisite variety—this means having at least as much complexity as the issue being discussed; there, again, the wiser approach is to probe, sense, and respond rather than be deceived by the empty promise of command and control.

Where the determinants of conflict are complex, reinterpreted as pattern fluctuation—not breakdown, noise, or error—conflict should more usefully be seen as the product of perpetual surprise and be addressed with mindfulness, improvisation, and reconfiguration. (This is no small order, I will grant.)

Article Conflict in Organizations

You can try or consider my latest publication as attached.

I believe this is one of the most important recent studies in conflict management:

Blader, Steven L., Aiwa Shirako, and Ya-Ru Chen. "Looking Out From the Top Differential Effects of Status and Power on Perspective Taking." Personality and Social Psychology Bulletin (2016): 0146167216636628.

Hello Muhammad Wajahat

please check the resources

http://www.emeraldinsight.com/doi/abs/10.1108/10444060910991057

https://hbr.org/2007/11/how-to-manage-conflict

Dear Muhammad,

Please check the links below.

Best regards

SM Najim

http://tplondon.com/journal/index.php/iel/article/viewFile/669/467

http://jetems.scholarlinkresearch.com/articles/The%20Role%20of%20Conflict%20Management%20in%20Improving%20new.pdf

http://pu.edu.pk/images/journal/pols/pdf-files/24%20-%20MADIHA%20PSYCHO_v22_2_wint2015.pdf

www.vanguard.edu/.../From-Science-Practice_Vol-2-Issue-104.pdf

What is the Difference Between Management and Leadership?

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.

But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.

The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.

With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”

http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/

Are these two notions distinct, synonymous or complementary? Many views prevail in the literature.

I find the views of John Kotter and Peter Northouse particularly compelling, based on my own experience with leaders and managers at all levels of organizations, especially during times of change.

Kotter argues that leadership and management involve two distinct but complementary sets of action. Leadership is about coping with change while management is about coping with complexity. Here is a summary* that I keep handy to distinguish between the two.

I agree with Ali A R Aldallal