Date of Conferral



Doctor of Business Administration (D.B.A.)




Isabel Wan


Workplace conflict can be counterproductive to organizational goal attainment and can cause dysfunction and unhealthy competition among organizational members. When left unchecked, workplace conflict can negatively impact teams’ performance and result in substantial financial losses to organizations. However, when properly managed, workplace conflict can lead to positive relationship building, peer learning, enhanced communication, innovation, and high motivation. Grounded in transformational leadership theory, the purpose of this qualitative single case study was to explore leadership strategies senior account managers use to manage workplace conflict. Participants were 8 senior account managers who had successfully implemented leadership strategies for managing workplace conflict in New York City. Data collection occurred through a review of relevant organizational documents and in-depth semistructured interviews. Thematic analysis was used to analyze the data and the emergent themes were collaboration among parties, the effect of conflict resolution on team/group performance, the cost of conflict resolution at the workplace, involving all parties in the conflict resolution process, and being mindful of employee behavior. A key recommendation is to explore how leaders can use collaboration as a significant conflict management strategy to reduce workplace conflict. The implications for positive social change include the potential to create empathetic individuals with a higher sense of tolerance, who will consider others’ perspectives in decision-making. Further, study findings may serve as a blueprint for the development of social-intervention programs to deal with conflict situations.

Included in

Business Commons