Description
Book SynopsisLeading 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.
Trade Review“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)
Table of ContentsList 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, and Societal Change; Everett L. Worthington, Jr., Brandon J. Griffin, and Caroline R. Lavelock
Notes on Contributors
Index
