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Workplace conflict is an inevitable part of organizational life. It can arise from differences in values, personalities, or competition over limited resources, supervisors are often expected to play a pivotal role in resolving these conflicts. However, many supervisors lack the necessary training and support to effectively resolve internal disputes. This is why a recent study by Dr. Jone Pearce of the Merage School of Business at the University of California, Irvine and inspired by co-author Dr. Kimberly McCarthy of Cal State University, San Marcos, explored the significant impact supervisors can have on conflict resolution. Their article, published in the International Journal of Conflict Management, specifically highlights the crucial role of supervisory intervention in resolving disputes and retaining employees.

Research Background and Methodology

“Our study utilized a substantial dataset provided by the Federal Aviation Administration (FAA),” says Pearce, “which allowed us to analyze conflict management among air traffic controllers—a group known for high-pressure work environments. This robust dataset of over 5,000 employees, gathered through annual surveys conducted by the FAA, provided a rare glimpse into long-term conflict dynamics in high-stress settings.”

One of the primary findings of their study is that supervisors who actively mediate conflicts are more likely to see those conflicts resolved, with employees choosing to remain with the organization. "What we found was that, for supervisors who could mediate a conflict among the people who report to them, the conflicts were more likely to be resolved,” Pearce says, “and the employees were more likely to stay with the organization." This suggests that supervisory intervention not only reduces workplace tensions but also positively impacts employee retention.

The Role of Supervisor Training

However, their study also found that many supervisors are not adequately trained to handle conflict effectively. “Most supervisors are not trained in how to deal with conflict or how to mediate,” Pearce says. “They're not clinical psychologists." The study advocates for training supervisors in basic conflict resolution skills, emphasizing that these techniques are well-established but often neglected in leadership development programs.

Implications for Organizations

The findings underscore the need for organizations to invest in training programs that equip supervisors with conflict resolution skills. As Dr. Pearce notes, "Most conflict studies almost never talk about how we can train supervisors on how to handle a conflict." She suggests that simple mediation training could drastically improve conflict outcomes, reducing turnover and enhancing workplace morale.

Conclusion

Dr. McCarthy and Dr. Pearce’s study presents compelling evidence that supervisors can be instrumental in resolving workplace conflicts, particularly when equipped with the right skills. “Our research calls for a shift in organizational focus toward conflict resolution training for supervisors,” Pearce says. “As organizations seek to maintain healthy work environments, investing in supervisor training could be a critical step toward sustainable conflict management.”