CHAPTER 12
Communication and Conflict Resolution Skills
The primary purpose of this chapter is to provide readers with the knowledge to develop many of the
communication skills necessary for effective leadership. A secondary purpose is to explain the basics of
how leaders resolve conflict including the use of negotiation. Even though all aspects of com-
munication contribute to managerial and leadership effectiveness, we focus on the communication
topics that are most relevant for leaders.
CHAPTER OUTLINE AND LECTURE NOTES
Open communication between company leaders and group members helps an organization overcome
problems and attain success. John Hamm says that effective communication is a leader’s most essential
tool for executing the essential job of leadership: inspiring organizational members to take
responsibility for creating a better future.
In this chapter we expand on the importance of communication in leadership. We also include
communication networks for leaders, the contribution of nonverbal, and written, communication. In
addition, we provide suggestions for dealing with an important communication challenge—resolving
conflict and bargaining.
I. COMMUNICATION NETWORKS FOR LEADERS
A major feature of communication by leaders is to rely on networks of contacts both in-person
and electronically. Leadership networks are a response to a rapidly changing world in which
interconnectedness is important because it facilitates learning and solving complex problems.
Four types of leadership networks are particularly relevant. First is the peer leadership
network that is a system of social ties among leaders connected through shared interests and
commitments, as well as shared work. The operational network is aimed at doing one’s
assigned task more effectively. Personal networks engage cooperative people from outside
the organization in a person’s effort to develop personally and advance. Strategic networks
Chapter 12: Communication and Conflict Resolution Skills119
B. Social Media Networks
An important use of the social media is for the leader to build and maintain a professional
network, much like being a member of LinkedIn. The productive leader focuses on contacts
of relevance or density rather than focusing on accumulating hundreds of superficial network
members. The social networking website can be internal or external.
The strength-of–ties perspective explains that the quality of a contact in a network is
particularly important for social media networks because so many contacts can be of dubious
value. A high-density network consists of close friends or associates linked together. In
II. INSPIRATIONAL AND POWERFUL COMMUNICATION
Both formal and informal leaders must be persuasive and dynamic communicators. Two key
domains are speaking and writing, and nonverbal communication. The six basic principles of
persuasion presented later in this chapter are also relevant here. U. S. Senator Cory Booker
reminds us that the real communicators are those who can motivate people to act and ultimately
lead themselves.
A. Speaking and Writing
The majority of effective leaders have an extra snap or panache to their communication
style. The same energy and excitement are reflected in both speaking and writing. Colorful
language is important for communicating a vision.
2. Gear Your Message to the Listener, Including His or Her Needs. . A message must be
3. Sell Group Members on the Benefits of Your Suggestions. Leaders are constrained by
4. Use Heavy-Impact and Emotion-Provoking Words. Certain words used in the proper
context give power and force to your speech. Using powerful, upbeat language can
enhance a person’s leadership image. Closely related to using heavy-impact language
5. Use Anecdotes to Communicate Meaning. A carefully chosen anecdote is useful in
6. Back Up Conclusions with Data. Persuasiveness increases when spoken and written
7. Minimize Language Errors, Junk Words, and Vocalized Pauses. If you minimize
common language errors you increase persuasiveness and appear more articulate and
8. Use Business Jargon in Appropriate Doses. Sprinkling business talk with jargon helps
establish rapport and adds to a person’s popularity.. But too much jargon makes a
9. Write Crisp, Clear Memos and Reports, Including a Front-Loaded Message. Business
leaders characteristically write easy-to-read, well-organized messages both in e-mail
10. Use a Power-Oriented Linguistic Style. A major part of being persuasive involves
choosing the right linguistic style, a person’s characteristic speaking pattern. Several
components of a linguistic style give power and authority to the message sender in
many situations. Several examples follow: (a) downplay uncertainty, (b) use the
pronoun I frequently, (c) apologize infrequently, (d) know exactly what you want, and
(e) frame your comments in a way that increases your listener’s receptivity.
B. The Six Basic Principles of Persuasion
An advanced method of being persuasive is to capitalize on scientific evidence about how to
persuade people. The six principles listed here have accompanying tactics that can be used to
supplement the other approaches to persuasion described in this chapter.
1. Liking. People like those who like them.
3. Social proof. People follow the lead of similar others.
5. Authority. People defer to experts. Make constituents aware of your expertise.
6. Scarcity. People want more of what they can have less of. People are more likely to act
if they believe that the resource at issue is shrinking rapidly.
These principles should be applied in combination to multiply their impact.
C. Nonverbal Communication Including Videoconferencing and Telepresence
Effective leaders are masterful nonverbal and verbal communicators. Nonverbal com-
munication is important because leadership involves emotion, which cannot be commu-
nicated convincingly enough through words alone. Mentioned here are nonverbal signals
that are likely to connote power, being in control, and forcefulness:
2. Exhibiting dominant behavior, such as standing up straight during confrontation.
4. Smiling frequently, in a relaxed, natural-appearing manner.
5. Gesturing in a relaxed, non-mechanical way.
Clothing, dress, and appearance represent another mode of nonverbal communication. Even
on dress-down days, the majority of effective leaders will choose clothing that gives them an
edge over others. Appearance includes more than the choice of clothing. For example,
freshly shined shoes and good-looking teeth contribute to a leadership image. What
• Speak in crisp conversational tones and pay attention.
• Behaviors such as rolling eyes to express disagreement show up on the camera.
• Avoid culturally insensitive gestures including large hand and body gestures
that make many Asians feel uncomfortable.
Videotape yourself to see what you might look like during a videoconference or
122 Chapter 12: Communication and Conflict Resolution Skills
III. LISTENING AS A LEADERSHIP SKILL
Listening is a fundamental management and leadership skill for such purposes as encouraging
subordinates, establishing good exchanges, and identifying problems. Leaders face two major
listening impediments. First, leaders are often overloaded making it difficult to listen.
Multitasking is a major deterrent to listening to subordinates. Second, people listen faster than
others speak, which can create mind wandering.
A. Show Respect
A foundation tactic for a leader to become an effective leader is to show respect for others.
Showing respect leads to careful listening.
B. Selective Listening to Problems
Being bombarded with information, the leader makes an intentional or unintentional
decision to listen to just certain problems. Success, however, is dependent on staying open to
IV. OVERCOMING CROSS-CULTURAL COMMUNICATION BARRIERS
In today’s workplace, leaders communicate with people from other countries and with a more
diverse group of people from their own country. Implementing the type of guidelines presented
here will assist leaders in overcoming and preventing many communication barriers.
1. Be sensitive to the fact that cross-cultural communication barriers exist. (Awareness
will lead to asking for feedback.)
3. Show respect for all workers.
5. Look for signs of misunderstanding when your language is not the native language of
6. When the situation is appropriate, speak in the language of the people from another
culture.
8. Do not be diverted by style, accent, grammar, or personal appearance.
9. Avoid racial or ethnic identification except when it is essential to communication.
11. Be attentive to individual differences in appearance. (Don’t confuse the identity of
people from the same racial or ethnic group.)
V. THE LEADER’S ROLE IN RESOLVING CONFLICT AND NEGOTIATING
Leaders and managers spend about 20 percent of their time resolving conflicts and negotiating.
Conflict resolution is ordinarily studied in relation to management. We therefore focus on a basic
framework for understanding conflict-resolution styles, resolving conflict between two group
members, and a few suggestions for negotiating.
A. Conflict Management Styles
The five basic styles of managing conflict are based on a combination of satisfying one’s
own concerns (assertiveness) and satisfying the concerns of others (cooperativeness). See
Figure 12–1.
1. Competitive. The competitive style is a desire to win one’s own concerns at the
expense of the other party (win-lose).
3. Sharing. Sharers prefer moderate but incomplete satisfaction for both parties, which
results in a compromise such as splitting the difference.
4. Collaborative. The collaborative style reflects a desire to satisfy fully the desires of
both parties. It is based on an underlying philosophy of win-win approach to conflict
5. Avoidant. The avoider is a combination of uncooperative and unassertive. He or she is
indifferent to the concerns of either party.
People engaged in conflict resolution typically combine several of the five resolution styles
to accomplish their purpose. For example, a generally effective approach to resolving
conflict is to be competitive with regard to a cost that is important for oneself but
unimportant to the opponent. At the same time, the person uses accommodation for a cost
B. Resolving Conflict between Two Group Members
The most useful approach to resolving conflict between two people is to get the parties
involved to engage in confrontation and problem solving. The manager sits down with the
two sides, and encourages them to talk to each other about the problem, not talk directly to
him or her.
C. Negotiating and Bargaining
Negotiating and bargaining is a basic leadership role. Conflicts can be considered situations
calling for negotiating and bargaining or conferring with another person to resolve a
problem. The approaches to negotiation here emphasize a strategy of integration or
collaboration, with a philosophy of win-win.
1. Learn First to Investigate What the Other Side Wants. Whoever talks the most during
2. Begin with a Plausible Demand or Offer. A plausible demand or offer is better than a
3. Focus on Interests, Not Position. Rather than clinging to specific negotiation points,
keep your overall interests in mind and try to satisfy them. The true object of nego-
5. Allow for Face Saving. While negotiating, recognize that you might want to make
another deal with the other party, so conduct yourself in a dignified manner. Do not
Chapter 12: Communication and Conflict Resolution Skills125
attempt to maximize gain for yourself and minimize gain for the other side. A Dale Carnegie
leadership principle states that if employees are allowed to save face after dealing with a
problem, they are more likely to perform well and report errors.
VI. GUIDELINES FOR ACTION AND SKILL DEVELOPMENT
A subtle part of being an effective communicator is to avoid language that discourages another
people from expressing his or her opinion, or worse, shuts the other person up. An example is to
say, “I already know that.” A blank stare also shuts often curtails communication.
COMMENTS ON EXPERIENTIAL EXERCISES
Leadership Self–Assessment Quiz 12–1: A Self–Portrait of My
Communication Effectiveness
A potential contribution of this self-portrait is that it points to behaviors likely to be characteristic of
effective communicators. Most people believe that they need improvement in communication skills,
and this modest quiz might point to a few specific areas for improvement.
Leadership Skill–Building Exercise 12–1: Feedback on Verbal and
Nonverbal Behavior
Constructive feedback about the impact of one’s verbal and nonverbal behavior is valuable. We suspect
that some students will regard this exercise as the most valuable in the course. Watching videotapes of
oneself makes some contribution, but the feedback is distorted by the person’s own perception.
Leadership Skill–Building Exercise 12–2: Leadership Listening
Students typically enjoy participating in group role plays of this nature. The challenge, as usual, is for
students to apply new knowledge rather than to conduct a group discussion following only the dictates
Leadership Self–Assessment Quiz 12–2: Cross–Cultural Skills and
Attitudes
This quiz has a bilingual bias, with three of the statements referring to competence in another language.
Although this quiz is presented in the context of cross-cultural communications, it is also a good fit for
Chapter 14 about cross-cultural leadership.
Leadership Self–Assessment Quiz 12–3: My Conflict Resolution Style
This quiz provides some clue as to whether the student emphasizes collaboration (win-win) versus
competitive (win–lose) in resolving conflict. Negotiations that receive considerable publicity, such
as the agents of professional athletes negotiating mega-contracts, usually focus on win-lose. This
126 Chapter 12: Communication and Conflict Resolution Skills
Leadership Skill–Building Exercise 12–3: Win–Win Bargaining
This role-play about win-win bargaining illustrates how conducting a given task requires several
leadership and managerial skills. To carry out win-win bargaining effectively, the group must also
engage in group problem solving and brainstorming.
Leadership Skill-Building Exercise 12-4: My Leadership Portfolio
Reflecting on communication experiences is a relatively easy portfolio entry because almost
everybody has had communication events. Nevertheless, the exercise helps the study think
through how important communication is to carrying out the leadership role. The exercise also
helps the student recognize that it useful to make good use of communication opportunities.
Leadership Skill-Building Exercise 12-5: Evaluating the
Communication Skills of an Organizational Leader
Evaluating the communication skills of an organizational leader is a particularly relevant exercise
because it provides some ideas about how well an organizational leader is likely to communicate. Many
COMMENTS ON DISCUSSION QUESTIONS AND ACTIVITIES
1. Now that you have studied this chapter, what are you going to do differently to improve your
communication effectiveness as a leader?
2. What is your opinion of the advantages and disadvantages of a leader, such as a CEO or a
division president, being Facebook friends with as many company employees as possible?
One advantages of a highly-placed leader being Facebook friends with as many company
employees as possible is that many employees will develop a favorable attitude toward him or her,
perceiving the leader as a “regular person.” Another advantage is that the Facebook friendships
3. In the United States, a person who has an English (U.K.) accent is often at advantage to obtain a
leadership position. What is your opinion of the ethics of a person developing such an accent in
order to get promoted?
4. What do you see as a potential downside to a power-oriented linguistic style?
5. In what way does being good at public speaking enhance a leader’s effectiveness?
Being effective at public speaking enhances a leader’s effectiveness in several key ways, First,
the leader might have a public speaking assignment, so being effective in this assignment would
6. Jack Dorsey, the executive chairman of Twitter, and the CEO of Square, is quite soft spoken yet
still very persuasive. How can that be?
7. Given that people really do defer to experts, how might the leader establish his or her expertise?
8. Some managers avoid developing personal friendships with any direct reports because they do not
want to be at a disadvantage in resolving conflict or negotiating with a subordinate. Does this idea
seem reasonable to you?
The issue of whether to develop close, personal friendships with direct reports is of continuing
concern. Keeping the relationship with direct reports as more professional than personal usually
9. What concrete steps can a leader take to demonstrate that he or she respects a group member from
another culture?
Respect is generally best communicated in subtle and indirect ways. Listening carefully to the
person speaking about his or her native culture is a good starting point. Asking cross-cultural
questions shows respect. An example would be: “How much value do people in your culture
attach to having material possessions?” Expressing enthusiasm for cultural traditions in the other
10. Assume that during a meeting, a middle manager is told by a subordinate that he or she is not fit
for the position and should resign. What approach do you recommend that the leader take to
resolving this conflict?
Confrontation and problem solving should be helpful in this situation of extreme conflict and
insubordination. The middle manager has the stronger negotiating position because the
subordinate has violated rules related to etiquette and organizational politics. The middle manager
would be justified in imposing discipline into the situation by stating that a repetition of such
PLAUSIBLE RESPONSES TO CASE QUESTIONS
Leadership Case Problem A: Margot, The Cross–Cultural
Communicator
This case illustrates that good sensitivity is required to be an effective cross–cultural
communicator. At the same time the case illustrates that being too obvious about attempting to
overcome cross-cultural barriers can be annoying.
1. What suggestions can you make to Margot about overcoming cross-cultural communication
barriers?
2. What might be the factor or factors contributing to any errors Margot might be making in terms
of cross-cultural communication?
3. To what extent do you think the three staff members mentioned above are being too harsh in
judging Margot’s attempts at establishing rapport?
One could argue that Margot is being criticized too harshly. She may be going a little
overboard, but she doing her best to create cross-cultural bridges. A counterargument is that
Margot’s repeated mention of themes she thinks would interest her target has become
annoying.
Associated Role Play
Carrying out this role play will have an amusing element. The three role players are trying to
prevent Margot from trying too hard to establish rapport with them. In the process she has become
a little insensitive. The role players have the challenge of showing appreciation for Margot, yet at
the same time trying to get her to back off a little. It will be worthwhile to observe if Margot
listens.
Leadership Case Problem B: Sean Contemplates a Delicate
Confrontation
This short case touches on a sensitive type of conflict that can face any leader, dealing with
possible lack of respect, or even insubordination form a direct report
1. What kind of leadership issue is Sean dealing with?
2. What do you recommend that Sean do about his conflict with Phil?
Perhaps the best recommendation is for Sean to schedule a one–on-one session with
Phil in which he gently confronts him about the indirect and second-hand information
he has received about his disrespectful behavior. The Facebook post, however, would
130 Chapter 12: Communication and Conflict Resolution Skills
Associated Role Play