research & summaries report and need the explanation and answer to help me learn.

I am writing a search paper regarding Conflict Resolution in Strategic Management Teams. I wrote a 5 – 6 page proposal and received feedback from my professor. The paper should address all of his feedback. I am attaching the proposal which includes the feedback.
Please see the following guidelines as well: Based on comments about your ideas, you should expand and revise your research proposal. The final paper should resemble a journal article as closely as possible.
Whether conceptual or empirical, the paper should encompass a review of pertinent research and theory, formulate potentially testable ideas concerning existing problems or unanswered questions, and discuss methods for conducting future research. In the case of a conceptual paper, it should define concepts and present interconnected, intriguing propositions that surpass the literature we have covered. For an empirical paper, it should outline research questions and hypotheses deserving of testing, propose suitable research approaches (e.g., research design, sample, survey items, etc.), and suggest data analysis methods (actual data are not required).
The anticipated paper formatting is the same as your initial research proposal (i.e., 12-point font/Times New Roman, 1-inch margins on each side, and double spacing). I expect the length to be around 10-12 pages, not exceeding 15 pages (excluding references, tables, figures, and appendices
Requirements: 10 pages
725, MNGT
OCTOBER 16, 2023
Conflict resolution is a crucial aspect of effective strategic management teams. It involves identifying, managing, and resolving differences or disagreements that arise among team members. This process helps to enhance team cohesion, boost productivity, and improve decision-making outcomes. A strategic management group within an organization is a team of executives responsible for developing and implementing the organization’s long-term strategic plans. This group is often referred to as the “strategic planning team” or “executive leadership team.” OnStrategy. (2021, March 24).
It is extremely important for organizations to have a well-designed conflict resolution strategy in place to manage conflicts within strategic management teams. This proposal is designed to provide a better understanding of conflict resolution in strategic management teams and the importance of having a conflict resolution strategy in place. In today’s competitive world, organizations need to have effective strategic management teams to ensure success. Conflicts are inevitable in any team environment, and they can have a significant impact on team performance.
Literature Review:
Conflict resolution is a critical process in any team or organization, as it allows individuals or groups with differing opinions or objectives to come to a mutually agreeable solution. Conflict resolution is especially crucial in strategic management teams, as these teams are responsible for making important decisions that can have a significant impact on the organization’s success.
The landscape of strategic management teams has always been marked by various challenges, not least of which is conflict resolution. This is especially important as the choices made by these teams often set the trajectory of an organization. One leadership style that has garnered attention in relation to its efficacy in resolving conflicts is the ‘collaborating’ style.
According to Thomas and Kilmann (1974), the collaborating style is characterized by a high concern for both personal and others’ outcomes. Leaders adopting this style aim to find a solution that fully satisfies the concerns of both parties, striving for a win-win scenario.
Collaborating involves working together with others to find a mutually beneficial solution. This style can result in high-quality decisions and foster team cohesion, but it can also be time-consuming and require a significant amount of effort. Understanding the different conflict resolution styles and choosing the appropriate style for the situation can help teams navigate conflicts and reach mutually agreeable solutions.
Conflicts in strategic management teams can be of various types, such as task-related conflicts, relationship conflicts, and process conflicts (Jehn, 1995). Task-related conflicts arise due to differences in opinions regarding the task at hand, while relationship conflicts arise due to personal differences between team members. Process conflicts arise due to differences in how the team operates. Below are some solutions:
Collaborating Leadership Style and Conflict Resolution.
First, promotion of open communication: collaborative leaders encourage open communication (Isenhart & Spangle, 2000). This transparency can illuminate the root causes of conflicts, making resolutions more straightforward. Second, encouraging team synergy: through collaboration, team members are motivated to bring their perspectives to the table, ensuring all angles are examined (Johnson & Johnson, 2008). Third, problem-solving approach: rather than sidelining issues, collaborative leaders employ a problem-solving approach, fostering creativity in conflict resolution (Deutsch, Coleman, & Marcus, 2006).
The Collaborating Style’s Impact on Performance
First, boosted morale and cohesiveness: according to Tjosvold, Wong, and Chen (2014), collaborative leadership leads to increased team morale. A positive environment can enhance team cohesiveness, a crucial factor for strategic management teams’ performance. Second, improved decision making: Collaborative leadership fosters a comprehensive view of issues, leading to more informed decision-making (Amason & Sapienza, 1997). Third, increased flexibility: Teams under collaborative leaders are more adaptive to changes, crucial in today’s fast-paced business world (Parker, 2000).
The collaborating leadership style, with its emphasis on inclusivity and problem-solving, can greatly enhance conflict resolution in strategic management teams. However, like any leadership style, it must be applied judiciously, considering the team’s nature, the industry, and the specific challenges at hand. By incorporating these strategies, teams can effectively navigate disagreements and work together to achieve their strategic goals. Effective conflict resolution in strategic management teams requires a combination of structural and relational interventions, a cooperative approach to conflict resolution, collaboration and communication strategies, and an appreciation for diversity.
(SIT) Theory: Social Interdependence Theory, proposed by Johnson and Johnson (1989), postulates that the way interdependencies are structured deter given that the collaborating leadership style focuses on creating win-win situations, emphasizing mutual gains and combined efforts, SIT offers a theoretical backbone. It sheds light on why collaborative leadership can lead to better conflict resolution (through positive interdependence). And, how it impacts team performance (through promotive interaction and individual accountability).
The principles of Social Interdependence Theory have been leveraged across various organizational domains, offering explanations and strategies for enhancing collaboration, managing conflict, and driving performance. The theory’s emphasis on the interconnections between individuals’ goals and outcomes resonates with the collaborative and interdependent nature of modern organizations.
The Social Interdependence Theory provides a robust theoretical foundation for my hypothesis. The theory’s principles of positive interdependence and promotive interaction offer a clear rationale for why collaborating leadership styles might lead to enhanced performance in strategic management teams. By emphasizing mutual goals and fostering a culture of collective success, collaborative leadership can harness the benefits of interdependence outlined in SIT, thereby positively influencing team performance.
Collaborating styles have a positive impact on the overall performance of strategic management teams.
The potential and practical contributions from this line of research could significantly influence both academic discourse and organizational practices regarding the role of collaborative leadership in conflict resolution within strategic management teams. One of those contributions is the importance of leadership style in conflict resolution due to the significance placed on the emphasis on the role of leadership in conflict resolution. Organizations can use this knowledge to train and develop their leaders, ensuring they are equipped with the skills needed to foster a collaborative environment and two, the benefits of collaborative leadership for team performance because it highlighting the advantages of collaborative leadership not only in conflict resolution but also in improving team performance, morale, decision-making, and adaptability provides a strong case for organizations to invest in cultivating this leadership style.
My literature review not only contributes to academic understanding but offers numerous practical insights that can be integrated into organizational processes, training programs, and culture-building initiatives.
OnStrategy. (2021, March 24). Who’s Responsible for What? How to Structure Your Strategic Plan. OnStrategy.,and%20actions%20to%20achieve%20its%20vision%20of%20success.Rahim, M. A. (2002). Toward a theory of managing organizational conflict. The International Journal of Conflict Management, 13(3), 206-235.
Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom, Inc.
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 256-282.
Isenhart, M. W., & Spangle, M. (2000). Collaborative approaches to resolving conflict. Sage.
Johnson, D. W., & Johnson, R. T. (2008). Social interdependence theory and cooperative learning: The teacher’s role.
Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2006). The handbook of conflict resolution: Theory and practice. John Wiley & Sons.
Tjosvold, D., Wong, A. S., & Chen, N. Y. (2014). Constructively managing conflicts in organizations. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 545-568.
Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of management, 23(4), 495-516.
Parker, G. M. (2000). Team players and teamwork: New strategies for developing successful collaboration. Jossey-Bass.
Johnson, D. W., Johnson, R. T., & Stanne, M. B. (1989). Impact of goal and resource interdependence on problem-solving success. The Journal of Social Psychology, 129(5), 621-629.