Conflict Management in Leader Development: The Roles of Control, Trust, and Fairness

  • Chris P. LongEmail author
Part of the Annals of Theoretical Psychology book series (AOTP, volume 15)


This chapter contributes to research on leader development by evaluating how managers can effectively address leader-employee conflicts (goal, task, personal) by applying specific forms of organizational controls (input, behavior, output), by building particular forms of trust (demonstrating their ability, benevolence, and integrity) and by promoting distinct forms of fairness (distributive, procedural, interactional). By examining how leaders can preserve, protect, and promote their legitimacy and authority through multifaceted conflict management strategies, the ideas described in this chapter are presented in an effort to move leadership research past its current focus on singular types of control, trust-building, and fairness-promotion actions to examine how complementary forms of these activities can jointly motivate employee cooperation. The discussion at the end of the chapter examines how the principles outlined in this theory can be integrated into leadership development initiatives.


Control Trust Fairness Conflict management Leader Development Cooperation Organizational behavior 


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Authors and Affiliations

  1. 1.Tobin College of Business, St. John’s UniversityQueensUSA

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