Conflict transformation - the crucial task of leadership

It was such a privilege to convene the bi annual University of Glasgow Adam Smith Business School Leadership Forum, Introduced by Prof Graeme Roy Dean of External Engagement.

Our session with leaders from business, education and public value organisations focused on lessons from the conflict zone. The main provocation was introduced by Mark Clark MBE, the former CEO of Generations for Peace, shared his invaluable wisdom on leadership lessons emerging from conflict zones. Mark's insights, which earned him the 2022 Peacemaker Prize from BYU Law School. The provocation was responded to by Public Management Professor Adina Dudau from Adam Smith Business School.

It struck me that the insights from Mark Clark and Prof Adina Dudau have implications and read across to general management – as every organisation is a contested arena of competing goals and stakeholders.

Key learnings from the forum: 

‘Conflict transformation is the crucial task of leadership’

Conflict transformation is the crucial task of leadership was the proposition that opened up the discussion. Leaders often struggle with conflict due to its emotional demands, and a lack of vulnerability skills can pose a significant hurdle. Current global events highlight a leadership failure at the intra-group level, left unresolved before escalating to the inter-group level. Addressing conflict necessitates viewing it not as dehumanising but as an opportunity to enhance attentiveness to each other's humanity. Effective leadership in conflict transformation requires proficiency in communication, negotiation, empathy, and strategic vision.

The crux lies in adopting a responsive leadership approach rather than a self-absorbed one. Leaders engaged in conflict transformation delve into root causes, foster understanding among parties, and catalyse a shift in perspectives leading to constructive outcomes. Conflict, far from being a mere problem, becomes a dynamic force contributing to the development and success of a team or organisation.

Servant Leadership  - the key to reconciling dilemmas

Prof Adina Dudau introduced the concept of servant leadership, where the the most important job for leaders is to find out what the needs of the community are, hence the   importance of surfacing collective goals. Leadership, across various domains, should foster psychological safety and meaning, embodying a clear and compelling purpose—a principle equally applicable in the corporate realm. Employee feedback surveys affirm what the military has long understood:

Good employee engagement leads to their greater investment of discretionary effort

One of the defining discussion points of the evening revolved around the perspective of leadership as learning to lead oneself, to go first. The idea that "leadership is about holding uncertainty while projecting certainty and releasing uncertainty at a pace that others can absorb" emphasises the delicate balance leaders must maintain in navigating the complex terrain of conflict transformation.

Distinguishing between Leadership and Authority is crucial to make progress on the real work.

We often mistake and interchange leadership and authority – an organisation chart is an authority map – whereas leadership can be exercised by anyone with and with out authority. Making progress on the tough work of conflict transformation needs a skill set of curiosity, deep listening and testing commitments.

What are your insights into conflict transformation?