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conflictcompetentleaderBecoming a Conflict Competent Leader gives leaders an insight into the importance of handling conflict effectively. It also provides them with a roadmap of how to ensure that they and their organization become conflict competent.

Conflict is an inevitable fact of organizational life. While it has the potential to become destructive, conflict also contains within it the seeds of creativity and vitality. Conflict competent leaders know how to address it to make the most of the opportunities it presents, while at the same time preventing harmful outcomes.

Craig Runde and Tim Flanagan, authors of Becoming a Conflict Competent Leader, are instructors at the Leadership Development Institute at Eckerd College (LDI), a network associate of the Center for Creative Leadership. They decided to write the book after becoming convinced that organizations needed to improve the way they handle conflict and that for this to happen leaders needed to champion the process.

In its opening chapter, Becoming a Conflict Competent Leader explores the importance of conflict competence. This is followed by an introduction to the dynamics of conflict and a chapter aimed at helping leaders understand how they currently view and respond to conflict. At its heart the book provides practical recommendations for learning how to use constructive behavioral responses to conflict while at the same time lessening destructive ones. It concludes with a chapter about how leaders can work to improve the overall conflict culture of their organization. The behavioral approach used in the book draws from the model underlying the Conflict Dynamics Profile® assessment instrument developed by LDI.

Praise for Becoming a Conflict Competent Leader

“If workplace conflict is inevitable, becoming a ‘conflict competent leader’ is one of the most valuable skill sets a leader can possess. Runde and Flanagan clearly lay out how destructive conflict can be prevented while fostering the kind of constructive debate and creative solutions which businesses need to thrive.”
– Joanne McCree, former vice president, human resources, IBM

“Their ability to assimilate and describe what managers actually face in dealing with conflict is a key factor in making this book unique from others. No self-help manual on handling conflict that I’ve ever seen addresses the basics like this book.”
– Kenneth Bradt, past president, Society of Consulting Psychologists

“Competency in managing conflict is perhaps the most under-recognized component of successful leadership. This book, once read, should remain on the shelf of every leader for handy reference.”
– Dan Dana, Mediation Training Institute International; author, Managing Differences

“Craig Runde and Tim Flanagan know conflict! Better yet, they are able to guide the reader through an understanding of its dynamics from onset to resolution thereby helping all of us to become more ‘active constructive’ leaders.”
– Michael Katos, The Katos Group LLC, Law Practice Management Consulting

“Our personal professional development is a constant pursuit in our quest to be the best we can possibly be. Dealing with conflict is a given in any leadership position. Becoming a Conflict Competent Leader serves as a great resource for any leader to better understand and manage conflict.”
– MaryEllen Elia, superintendent, School District of Hillsborough County, Tampa, Florida.

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For the third year in a row, the Center for Creative Leadership (CCL®) ranked No. 4 overall in the 2016 Financial Times worldwide   survey of executive education. CCL has earned a Top 10 ranking for 15 consecutive years and remains the only institution among 85 in the survey focused exclusively on leadership development.

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