Leading through Conflict

Effective leadership requires many skills, but foremost among them is the capacity to successfully deal with conflict. Any disruption that creates a lack of alignment can trigger the conflict cycle, such as differences of opinion, competition for scarce resources and interpersonal enmity. Leading through Conflict brings together recent theory and research on interpersonal conflict and its resolution by examining the causes and consequence of conflict in groups, organizations and communities, and identifying ways that conflict can be managed and resolved. It analyzes conflict in a multi-disciplinary way, from clashes within communities to interpersonal and professional encounters.

Written in an accessible way by top scholars in the field, Leading through Conflict is a must-read for academics, graduate students, undergraduates and MBA students across leadership, organizational behavior, psychology and sociology.

This is very good collection on organizational leadership and conflict. The excellent introduction explains the overall theme of organizational conflict and summarizes the nine well-crafted essays. this is a worthwhile, albeit expensive, acquisition for organizational leadership scholars and for academic libraries that serve graduate programs in organizational leadership. Summing Up: Recommended. Graduate students and faculty. (R. F. White, Choice, Vol. 54 (3), November, 2016)

Auteur
Dr. Dejun Tony Kong (Ph.D. in Business Administration, Washington University in St. Louis) is an Assistant Professor of Management at the Bauer College of Business at the University of Houston, Texas. Prior to joining the Bauer College of Business, he served on the faculty of the Jepson School of Leadership Studies and the Robins School of Business at the University of Richmond, Virginia. His research largely focuses on trust and trustworthiness factors (ability/competence, benevolence/motives, and integrity/ethics) in various contexts such as negotiations, leadership, teams, and cross-cultural psychology/management. His articles have appeared in various journals of management and psychology, such as the Academy of Management Journal, Journal of Cross-Cultural Psychology, Journal of Positive Psychology, Mindfulness, Personality and Individual Differences, and Small Group Research, as well as various books on leadership and negotiations. He is currently serving on the editorial review boards of the Journal of Trust Research and Leadership Quarterly, and a guest editor of the Journal of Trust Research special issue on trust in negotiations and repeated bargaining. He is also an ad-hoc reviewer for many well-regarded management and psychology journals such as the Academy of Management Review, Business Ethics Quarterly, Journal of Experimental Social Psychology, Journal of Management, Journal of Organizational Behavior, Organizational Behavior and Human Decision Processes, Organization Studies, Psychological Science, and so forth. In recognition of his academic achievements, he has been awarded the Virginia Foundation for Independent Colleges Mednick Memorial Fellowship 2013, Singapore Management University Lim Kim San Fellow 2011, and Washington University Hubert C. Moog Scholar 2007-2008, among many other awards and honors.

Donelson R. Forsyth is Professor at the Jepson School of Leadership Studies, University of Richmond, USA where he holds the Colonel Leo K. and Gaylee Thorsness Endowed Chair in Ethical Leadership. He studies groups, leadership, ethical thought, and the psychological and interpersonal consequences of success and failure at the group and individual level. He is the author of Group Dynamics (6th ed., 2014) and has published articles in the Journal of Applied Psychology, Journal of Personality and Social Psychology, and the American Psychologist. His work has been featured in USA Today, the Wall Street Journal, Fox News, and the ABC Nightly News.

Contenu
List of Tables and Figures
Preface
Introduction; Dejun Tony Kong and Donelson R. Forsyth

1. Moral Conflicts and Dark Resolutions; Daniel N. Jones
2. Meta-Analyzing the Differential Effects of Emotions on Disengagement from Unethical Behavior: An Asymmetric Self-Regulation Model; Dejun Tony Kong and Sarah Drew
3. Permeable Borders: How Understanding Conflict in Research Teams Can Enhance Understanding Conflict in Work Teams; Erica Foldy and Tamara Buckley
4. Scholarly Conflict in Practice; Jean Bartunek and Sara Rynes
5. Thinking About You: Perspective Taking, Perceived Restraint, and Performance; Michele Williams
6. Love Me Hate Me: Exploring Controversial Sociometric Status; Inga Carboni and Tiziana Casciaro
7. Building Organizational Capability of Distributed Global Teams: Strong Subgroups without Active Faultines; Sirkka Jarvenpaa
8. Grief and Protest: Conflict, Justice, and History in Ferguson, Missouri; Susan Opotow
9. Forgiveness, Conflict, andSocietal Change; Everett L. Worthington, Jr., Brandon J. Griffin, and Caroline R. Lavelock
   Notes on Contributors
   Index