The management role in conflict handling is almost similar to that of the leadership. This indifference emanates from a group to which either role directly refers. While conflicts can be disastrous for nursing practice, there is a positivistic way of viewing conflicts. This paper examines a comparison and contrast of leadership and management roles in handling conflicts.
According to Eggert and Falzon (2018), conflicts arise from misinterpreted values or communication between two or more people, where one is usually superior. Conflicts arise when issues, as well as anger, invokes an exchange.
Beneficial and Destructive Aspect of Conflicts
During an interactive conflict resolution, the level of creativity and productive decision making improve (Fisher, 2016). Task conflicts, which focus on resolving differences or problems arising due to different opinions, views as well as ideas is key for creativity. The resolution process appeals to diversity in viewpoints, which is, to leadership and management, a positivistic way to examine conflicts.
A study by Eggert and Falzon (2018) further determined that conflicts of a supervisory nature are disastrous in any organizational practice as they demoralize employees and shake their commitment to an organization. It can destroy employee commitment and, by extension, results in cases of absenteeism, a consequence of a poor commitment to an organization.
Nursing leaders and Managing of Conflicts
Nursing leaders can approach conflicts through a compromising approach, which entails a give-or-take approach. A collaborative style of approaching conflicts is also critical where the best solution acceptable to all conflicting parties carries the day. Lastly, accommodative style is also an effective conflict resolution style where interventions cooperative rather than assertive people or parties assist in solving problems; these people are traditionally mediators (Rahim, 2017; D’souza et al., 2016).
The Role of Leadership in Handling Conflicts
Leadership and the management approach organizational conflicts in the same way. As a team leader, leaders examine a problem and develop a unique, creative approach utilizing both commitment and charisma to forge an excitement, a willingness to engage in a productive exchange, and focus on assisting team members to talk about arising problems. Also, ppeople’s empowerment through soliciting views to solve a particular conflict at a workplace is one of the leading roles of the management in handling conflicts (Prause & Mujtaba, 2015). The management’s role in conflict handling is a proactive address to the problem. The management offer enabling environment for cooperation and cordination among employees, which minimizes conflicts. On the other hand, the leadership has a direct role of managing and an eventual resolution of a problem. These two leadership roles arise from the fact that leaders are the first point of contact team members have to the hierarchical organizational leadership as maintained by Prause and Mujtaba (2015).
In conclusion, the difference in opinion is the primary source of conflicts that management and leadership have to handle in nursing leadership practice and other practices. Leadership is the point of contact with the staff, and their role in conflict resolution takes a more personal approach. Similarly, the management can also devise a personal approach to handling conflicts by appealing to conflicting parties directly. However, while the leadership has a role in managing conflicts and finally offering a solution, the management only works to make the environment conflict-free so that few incidences arise.
Eggert, M., & Falzon, W. (2018). Resolving Conflict. La Vergne: Management Pocketbooks.
Almost, J., Wolff, A. C., Stewart‐Pyne, A., McCormick, L. G., Strachan, D., & D’souza, C. (2016). Managing and mitigating conflict in healthcare teams: an integrative review. Journal of advanced nursing, 72(7), 1490-1505.
Rahim, M. A. (2017). Managing conflict in organizations. London: Routledge.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13.
Fisher, R. J. (2016). Interactive conflict resolution: A social-psychological approach to resolving violent ethnopolitical conflict. In Ronald J. Fisher: A North American Pioneer in Interactive Conflict Resolution (pp. 105-132). Springer, Cham.