Managing conflict styles to accelerate leadership effectiveness

When describing leadership effectiveness as influencing and impacting the feelings, thoughts and behaviors of others, it can be seen as a critical skill in the overall effectiveness of leaders in general, including those in higher education. Understanding what leadership skills contribute to differentiating between average leaders and more effective leaders, provides insights into where transitions from individual academic roles to leadership ones can be accelerated. In this article we share thoughts and an approach to identifying the importance of conflict management as a key leadership skill to increasing overall leadership effectiveness. We describe a workshop facilitated as a component of the Accomplishing Career Transitions (ACT) Program of the American Society for Cell Biology (ASCB). The workshop, A Leadership Primer uses the Thomas-Kilmann Instrument (TKI), individual reflection, peer coaching and goal setting to provide insight into the origin and impact of individual conflict management styles. While there is evidence indicating that the use of a Collaborative style provides more opportunities for effective leadership, the participants in the ACT were like other academic leader samples that showed more use of a Compromising style. The workshop and follow up sessions provided coaching support to identify origins of conflict styles and options for increasing flexibility to apply a range of conflict styles.