Resolving Conflict in the Workplace: Key Behaviors for Leaders

Recently, I was asked about the impact of trust and conflict resolution on a leader’s effectiveness. Employees generally prefer to work under leaders who are both trusted and adept at resolving conflicts. Conversely, environments plagued by constant conflict or led by untrustworthy leaders are often sources of dissatisfaction and disengagement.

But are trust and conflict resolution distinctly separate leadership behaviors, or are they intertwined?

The Research

To explore this question, I analyzed a dataset of 360-degree assessments from 4,347 leaders collected over the past three years. On average, each leader was evaluated by 14 raters, including managers, peers, direct reports, and others. These evaluations covered 60 different behaviors, and the leaders were divided into quartiles based on their scores in trust and conflict resolution.

The findings revealed a compelling link between these behaviors and overall leadership effectiveness. Leaders who scored low in both trust and conflict resolution were in the 17th percentile for effectiveness. However, leaders who excelled in both areas saw their effectiveness soar to the 77th percentile. This underscores the significant impact that practicing both behaviors can have.

Some leaders want to be trusted but feel that it is the responsibility of those people engaged in conflict to resolve it themselves.

While that is a common belief it is not the most helpful behavior. If the people that were having a conflict had the skills and motivation to resolve the conflict, they would have done that when the conflict first started. Many times, those who are having conflict need a third-party individual to intervene, either by insisting that the conflict be resolved or assisting in its resolution.  Passively letting conflicts continue impacts the engagement of all employees.

Impact of Trust and Resolving Conflict on Engagement

We also collected data on employee engagement levels for direct reports of each manager. We wondered if trust and resolving conflict would have a similar impact on the employee engagement levels of direct reports. The engagement results replicate the overall leadership effectiveness data. There is a significant decrease in employee engagement when leaders are not trusted and also avoid resolving conflicts. Leaders in the top quartile on both skills have a significantly higher level of employee engagement in their teams.

These two studies demonstrate that improving trust and resolving conflict have significant positive impacts on the overall effectiveness of a leader and flows down to impact the engagement of direct reports. Each behavior has relatively equal positive and negative impact.

Four Behaviors that Help Build Trust and Resolve Conflicts

After analyzing the dataset further, we identified four behaviors that had significant correlations to both building trust and resolving conflicts behavior.

1. Staying in Touch with Issues and Concerns of Individuals

Leaders who actively engage with their team members to understand their issues and concerns can better resolve conflicts and build trust. For example, a leader might hold regular one-on-one meetings with team members to discuss their work challenges and personal concerns. In a situation where two team members have a disagreement over project responsibilities, a leader who understands both perspectives can mediate effectively, ensuring both parties feel heard and respected. This approach not only resolves the conflict but also strengthens the trust between the leader and their team.

2. Encouraging Cooperation Between Both Parties

Leaders should aim to create win-win scenarios rather than inadvertently fostering win-lose situations that exacerbate conflicts. For instance, a common conflict might arise between the sales and marketing departments, where sales pushes for aggressive targets while marketing seeks more strategic approaches. A leader can facilitate a joint workshop where both teams collaborate to align their goals and develop a strategy that meets both departments' objectives. By fostering a cooperative environment, the leader ensures that both parties feel their contributions are valued and integral to the organization's success.

3. Balancing Concern for Others' Needs with Getting Results

Effective leaders balance showing empathy with achieving results. For example, during a project delay, a leader might recognize the team's hard work and stress levels by offering support and acknowledging their efforts. Simultaneously, the leader emphasizes the importance of meeting the deadline and outlines a clear plan to get back on track. This approach shows the team that their well-being is important, but so are the project's goals, reinforcing a culture of care and accountability.

4. Adapting to Both the People and the Situation

Leaders must adapt their approach based on the individuals involved and the specific context of the conflict. For instance, if a conflict arises between a highly experienced employee and a newer team member, the leader might take a different approach for each person. They might offer the experienced employee a role in mentoring, while providing the new team member with additional training and support. This balanced approach ensures that decisions are fair and considerate of each individual's circumstances, leading to a more equitable resolution and fostering a culture of mutual respect.

Conclusion:

The findings from this extensive study underscore the critical roles that trust and conflict resolution play in effective leadership.

Leaders who are trusted and who proactively address conflicts not only enhance their own effectiveness but also significantly improve the engagement and productivity of their teams.

By cultivating trust and honing conflict resolution skills, leaders can create a more harmonious and collaborative work environment. This, in turn, fosters higher levels of employee satisfaction and engagement, which are crucial for achieving organizational goals.

The data clearly show that the most successful leaders are those who do not view trust and conflict resolution as optional or peripheral skills but as core components of their leadership strategy. These leaders understand that building trust involves staying connected with their team’s issues and concerns, encouraging cooperation, balancing empathy with results, and adapting to various situations and individuals.

-Joe Folkman

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Want more research on Trust? Download Zenger Folkman's FREE eBook, , The Proven Trust Formula.