LEADERSHIP AND CONFLICT MANAGEMENT

INTRODUCTION The concept of leadership is applicable to many areas of life including business, religion, family life, community, government e.t.c. It is often erroneous to believe that leadership is exclusive to people who occupy top positions in any group. According to a popular leadership expert John C. Maxwell everyone can develop his or her leadership skill or influence from anywhere in the group. A good leader doesnt wait to be at the top of the group before they start exhibiting and influencing the group with their leadership skills. The living legend Nelson Mandela showed great leadership powers in the heart of the anti- apartheid struggle in South Africa. Dr. Martin Luther King Jr. lead a protest against inhumane treatment of the blacks to the Lincoln memorial where he delivered his popular speech I have a dream the above mentioned legends did not start leading from the top. Mediocrity in leadership and consequent complete disarray in followership is the major problem in most groups today. Inordinate crave for power without the requisite ability and integrity has become a norm, the purpose of leadership had been relegated while the crave for power and position has taken the centre stage. The consequence is a society without proper focus. Hence, this paper seek to address the fundamental purpose of leadership, what quality a leader should possess, who should be a leader, how a leader should manage conflict since it is an integral part of any group. LEADERSHIP Leadership styles vary from one person to the other. Some people adopt the leadership style of their mentor, others lead by their intrinsic attributes, such that defining leadership cannot be all inclusive; however the purpose of leadership is the same in every group. Therefore we can say that leadership is the ability to guide, direct or influence people toward achieving organizational goal. People come together to get a leader who would guide the group toward meeting the needs of the group. Such a leader must have the courage to allow diverse opinions from members to be heard. Members should freely express themselves without intimidation from the leader. In this context a leader cannot achieve the group set goal alone. This is why Geoffrey Bellman defines leadership as energy collected directed and released toward a future vision. And as groups are made up of people, conflict is inevitable, hence the kind of leadership is one that would have to courage, integrity and ability to lead and address social conflict among the members of the group. WHO IS A LEADER? A leader is anyone who has the courage and ability to engage in the activity of mobilizing people to work toward a desired future which not only meet the need of the people but elevates them. A good leader usually starts leading from the middle of the organization. Some people are born leaders or natural leaders while others are nurtured or trained leaders. A leader should possess the right kind attributes. He or she should be someone everyone can rely on and relate with. Commanding and charismatic characteristics to get people focused on the organizational set goal. He or she should be a good listener to enable him/her understand the needs of the people. Other attributes of a leader includes honesty and transparency, competence, forward looking and inspiring.

CONFLICT Conflict as a phenomenon is relative and does not have one generally acceptable definition, however, it has been defined as the existence if non-compatibility or disagreements between individuals, groups, organizations or nation in their interaction over issues of interests, values, beliefs, emotions, goals, space, positions, scarce resources e.t.c. It could also mean to come into opposition, clash or to fight. For conflict situation to be possible two or more parties will have to be interest in one thing which is the cause of conflict. CAUSES OF CONFILCT Some causes of conflict include the following: Communication failure Methodological differences Value differences Differences regarding authority Goal differences Personality conflict Non- compliance with rules Differences regarding responsibility Lack of cooperation Competition over resources TYPES OF CONFLICT Some types of conflict that are inherent in an organization include: Data Conflict This type of conflict occur as a result of lack of information to make wise decision, misinformation or misinterpretation of the available data could lead to conflict. Interest Conflict This is caused by competition over perceived incompatible norm. Conflict of interest occur when on party believe that to satisfy his or her needs, the needs of the other party or an opponent must be sacrificed. This kind of conflict occur over substantive issues such as money, physical resources, time e.t.c. for an interest based conflict to be resolved, parties must be made to harmonized their individual interest for the overall good of the group. Pseudo Conflict This refers to a misunderstanding in which we perceive that there is a conflict when there is none. For instance Peter and Paul may agree on a topic but do not realize it, which may lead to misinterpretation of each others message. Ego Conflict This occurs when we are emotionally interested in a decision, when we are sentimental and look on opposition to our views as a personal attack on our personality. Simple Conflict This is a difference in opinion that both parties recognize, acknowledge and accept. The conflict may be over how to share limited resources, whom to support in an election e.t.c. the solution lies in agreeing in an agreeable manner. If the issue is minor, it is easier to compromise or accommodate, it the issue is major, it is better to collaborate to resolve the conflict.

CONFLICT HANDLING STYLES There are different models of conflict handling styles just as there are leadership styles. There is no one generally acceptable model for every conflict but a best style suitable or appropriate for a given conflict situation. The following are a few models: A. McSwain and Treadwell, suggest five styles in hand-book of Practical Theology; 1. The Problem Solver: The problem solver does not flee from the conflict but presses for a conversation and negotiation until an agreeable or satisfactory solution is reached. It is most effective with groups that share common goals and whose conflict stems from miscommunication. 2. The Super Helper: The super helper could sacrifice to resolve a conflict. More sensitive to others than self, though often passive in his/her conflict but active to help others resolve their conflict. It is better for one to resolve personal conflicts so as to effectively help others. 3. The Power Broker: To the power broker, solutions are more important than relationships, even if a person leaves the group as long as a solution was achieved, they are satisfied. 4. The Facilitator: They adapt to different kinds of situations and styles in order to reach a compromises between competing factions. It could be applied for emotional conflict. 5. The Fearful Loser: This person runs from conflict probably because they are personally insecure. This tends to produce hostility and a weakening leadership. B. Speed Leas in Discover Your Conflict Management Style , mentioned six styles; 1. Persuading: Trying to change anothers point of view, way of thinking, feeling or ideas. One can persuade when there is great trust, influence and when one party does not have strong opinions on the subject. 2. Compelling: This is the use of physical or emotional force, authority or pressure to oblige or constrain someone to act in a desired way. This can be applied when you are threatened or under attack; when rights are being violated, when you have authority to demand compliance. 3. Avoiding: This is actually a category that combines four styles; avoidance (to evade or stay away from conflict) ignoring (act as if the conflict is not going on); fleeing (actively removing oneself from the arena in which conflict might take place); and accommodation (going along with an opposition to keep the relationship). Strategies include procrastination, saying yes to request but not acting on them, showing concern without responding to the problem. Avoid this style when differences are trivial, when parties relationship is unimportant. This style can be used to buy time. 4. Collaboration: This style is a process of co-labouring with others to resolve difficulties that are being experienced. It is also called mutual or joint problem solving. It is used when people are willing to bargain and compromise. 5. Supporting: Here one person will provide a support to the person who is experiencing the conflict. It involves strengthening or empowering ones party so that they can handle their difficulties. Support when the problem is a responsibility of someone else, when one party is unwilling to deal with issues. When a leader becomes engaged in a conflict there are two major concerns to deal with (a) achieving set goals and (b) preserving relationship. The importance of goals and relationships affect how leaders act in a conflict situation. Given these two concerns, the following five styles of managing conflict suffice: 1. Withdrawing: This category of people withdraw to avoid conflicts. They give up their personal goals and relationships, stay away from the issues that are causing the conflict and the people they are in the conflict with, resolving the conflict is not their concern, to them it is easier and better to do nothing. They believe it is easier to withdraw from a conflict than to face it.

2. Forcing: People in this category try to overpower opponents by forcing them to accept their solution to the conflict. Their goals are highly important but the relationship is of minor importance. They seek to achieve their goal at all cost. They believe that conflicts are settled by one person winning and the other losing. While winning gives them a sense of pride, losing gives them a sense of weakness and failure. They try to win by attacking, overpowering and intimidating other people. 3. Smoothing: For those who fall into this category, the relationship is of great importance while their own goals are of less importance. They want to be accepted and liked by other people, they think that conflict should be avoided in favour of harmony and believe that conflicts cannot be discussed without damaging relationships. They are afraid that if the conflict continues, someone will get hurt and that would ruin the relationship. They give up their goal to preserve the relationship, so they try to smooth over the conflict in fear of harming the relationship. 4. Compromising: People with this style are moderately concerned with their own goals and about their relationships with other people. They seek a compromise, they give up part of their goals and persuade the other party to give up part of their goals and then seek a solution where both sides gain something. 5. Confronting: People in this category confront to achieve their goals and preserve relationships. They believe conflict improve relationships by reducing tension between people. They want all tensions and negative feelings to be fully resolved. DIMENSION OF CONFLICT 1. Prevention: Conflict can be prevented or reduced when good management principles are applied in the organization by the leaders. When quality relationship that is accompanied by love, kindness and tolerance exist among members. 2. Management of Conflicts: In spite of the best efforts at prevention, conflict does arise. The secret is to learn to cope positively with conflict and not to see it as an enemy to peace, but an opportunity for growth in relationships. CONCLUSION Leadership are not necessarily to crack down on parties involved in conflict but should look at the issues causing the conflict, as the success or failure recorded in handling any particular conflict is determined by the style we apply and how suitable the style is in handling that particular conflict.