It is known that conflict is inseparable in all human interactions. In any organization, role differentiation arises from different uses of conflict management styles. Work direction, reward, supervision, discipline, and performance review also involve the use of conflict management styles. Organizational change and control are also viewed from a conflict perspective. In attempting to explain the nature or dynamics of a particular organizational phenomenon, conflict may be incorporated as a causal factor (Brown and Peterson, 1993). Our society is interested in the question of how leaders' skills can be enriched so as to enable them to act more competently when their contribution comes from dealing with and through people, especially their subordinates. One way to look at this is from the perspective of conflict. The focus on interpersonal relationships is due to our belief that strong leader-subordinate relationships are important and consistent with the humanistic and cooperative work environment sought by contemporary leaders. It is also believed that a positive interpersonal relationship in the workplace can increase subordinates' satisfaction with the leader and that subordinates with high levels of satisfaction are more likely to be committed to the organization (Brown and Peterson, 1993). implication in itself. This is because leaders' use of conflict styles can be reinforced by subordinates' responses or the leader can anticipate subordinates' reaction to the use of conflict styles. It is useful for the leader to be aware of the existence of multiple sources of conflict in work situations and how this promotes subordinates' job satisfaction sin...... middle of the document ......nd supported by Kabanoff (1990 ) these dimensions. Applying good management principles in building quality relationships with people will help prevent or at least reduce conflicts. Despite the best prevention efforts, conflicts arise. The secret is to learn to face conflict positively, and not to see it as an enemy of peace, but as an opportunity for growth in relationships (Laue, 1981 and Blome, 1983). In the past, management theorists used the term conflict avoidance, but today this phrase is increasingly being replaced with the phrase conflict management. Conflict management recognizes that while conflicts have associated costs, they can also bring with them great benefits. It is for this reason that today's managers seek not to avoid, but to manage conflicts within the organization (Nurmi and Darling, 1997; Su-Mei Lin, 2003).