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et information about the company and census data. Observations were made by one of the authors in person through discussions with multiple stakeholders while the incidents happened. Notes were taken to document the observations. More information on the research methodology is provided in the Appendix. We use this case ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.4 | 0.862 | ["philosophy", "ethics"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800689 | [
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reasoning, we observe and analyze patterns and regularities in the case to derive theoretical conclusions (Alamgir & Cairns, 2015 ) and generate morally imaginative solution approaches. Based on this single case study, we discuss how responsible executives of emerging country MNC in weak institutional contexts could ap... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.828 | ["ethics", "crisis", "education", "philosophy"] | 450 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800730 | [
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results for all legitimate stakeholders involved. More specifically, we use the case a basis for reflection on the decision dilemma in order to generate creative ethical solutions. More specifically, we argue that leaders who intend to develop responsible solutions need to engage in moral imagination (Werhane, 1999 ). ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.295 | 0.864 | ["ethics", "innovation", "leadership", "decision_making"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800763 | [
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ompeting moral imperatives (Zhang et al., 2018 ). In these scenarios, moral imagination allows individuals to gain some distance and perspective and to come up with a "…third way—a kind of middle ground through the extremes…" (Kidder, 1995 , p.167). Moral imagination enables people to step back from dilemmatic presenta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.86 | ["ethics", "communication"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800800 | [
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al., 2018 ), thereby allowing the emergence of other possibilities beyond existing opposites. This is important since existing opposites can lend themselves to false dichotomies which often end in analysis paralysis (Bazerman & Moore, 2012 ). We contend that this is particularly important for leaders of MNC who operate... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.296 | 0.858 | ["leadership", "social_justice", "family"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800835 | [
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global perspective, particularly when human rights or SDGs are adversely affected. Hence, conflicts and dilemmas may arise from a clash of global norms and values but they may equally be the result of a clash in local norms and local values, or indeed, a combination thereof (Donaldson, 1996 ). The purpose of this artic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.868 | ["ethics", "crisis", "innovation", "war_conflict", "social_justice"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800866 | [
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d societal challenges, and (2) to generate “orienting knowledge” (Mittelstraβ, 1982 ) on how leaders in emerging and developing countries could approach stakeholder conflicts, dilemma and crisis situations in a morally imaginative way. Moreover, we provide insights on how to apply a responsible leadership framework whe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.987 | 0.832 | ["leadership", "crisis", "ethics", "war_conflict", "education"] | 436 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800897 | [
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rms (e.g. Donaldson, 1996 ; Stahl et al., 2018 ). With this article, we contribute to the literature on responsible leadership by systematically analyzing the ethical bases of different RL mindsets in face of a crisis situation, introducing moral imagination to the RL discourse, and further developing the understanding... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.856 | ["leadership", "ethics", "crisis", "communication", "management"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800928 | [
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ssing and reflecting on the moral challenges and tensions between local CSR responsiveness and global CSR standardization that executives of emerging MNC can face in crisis situations in their home countries, and providing “orienting knowledge” for tackling such situations based on an integrative and morally imaginativ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.902 | 0.84 | ["ethics", "leadership", "crisis", "family", "education"] | 492 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800959 | [
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ts theoretical foundation) and moral imagination. We then present the case, and subsequently conduct an ethical analysis from two contrasting (but not opposing) responsible leadership viewpoints: instrumental and integrative responsible leadership. The analysis is guided by two concepts: normative business intentions a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.832 | ["leadership", "ethics", "strategy", "decision_making", "crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.800993 | [
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holder relations in a crisis situation and propose ethically reflective and morally imaginative ways in which an integrative leader could respond to the situation. We conclude with theoretical and practical implications. Responsible Leadership Traditional leadership research focuses mainly on the individual level and e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.84 | ["leadership", "ethics", "networking", "crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801025 | [
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y for, and try to mobilize (Pless & Maak, 2011 ). This approach acknowledges that leadership projects unfold within a broader stakeholder environment in which business leaders operate. Moreover, it acknowledges the complex relational nature of leadership and that leadership responsibilities extend beyond the dyadic rel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.919 | 0.826 | ["leadership", "education", "ethics", "networking", "philosophy"] | 428 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801060 | [
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e leadership motives and values may be contested. Behaving responsibly means not only avoiding harm, but also doing good and being good – displaying a virtuous character (Cameron, 2011 ). In addition, leaders must be prepared to mirror relational complexity through behavioral complexity. Behavioral roles associated wit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.846 | ["leadership", "strategy", "ethics", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801095 | [
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tion to achieve results for business and society. The call for leaders to embrace CSR (Fink, 2017 ) and act as corporate citizens (Schwab, 2017 ) increases the set of objectives that leaders pursue (e.g., contributing to the SDGs), broadens the stakeholder focus and (depending on leaders’ approaches and objectives) wid... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.301 | 0.852 | ["leadership", "crisis"] | 496 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801126 | [
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older context, pursuing multiple objectives (e.g. financial profit and social purpose), ensuring sustainability for the firm and society, and decision-making in light of adverse impact on stakeholders and the environment. In essence, upper echelons are challenged in regard to leadership issues emerging at the strategic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.852 | ["leadership", "strategy", "decision_making", "ethics", "crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801162 | [
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allocation in terms of, e.g., money, time, attention to, and engagement with stakeholder groups. As a consequence, effective and responsible approaches are required and essential in situations of conflicting stakeholder interests and demands where leaders need to mitigate tension and reconcile conflicts and dilemmas. T... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.896 | 0.846 | ["leadership", "war_conflict", "crisis"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801193 | [
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re the normative roles of the leader as steward, citizen, and visionary. The leader as steward is a custodian of values and resources with a strong ethical decision-making compass (Paine, 2006 ). The enactment of this role implies to protect what one is entrusted with (this can range from organizational values and heri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.862 | ["ethics", "leadership", "war_conflict", "strategy", "decision_making"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801226 | [
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vance for stakeholder interaction and engagement. The servant leader cares about the needs and interests of internal and external followers and shows a high degree of relational intelligence (Pless & Maak, 2005 ) when interacting with different stakeholders. The leader as weaver takes on boundary spanning roles at the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.85 | ["leadership"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801258 | [
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teract with stakeholders in business and society. It is also through communication that conflicts of interest among stakeholders can be mitigated (Maak et al., 2016 ). Moreover, and in more operational terms, the strategic direction or redirection of the firm may require that leaders act as change agents . However, in ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.868 | ["leadership", "communication", "strategy", "war_conflict", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801290 | [
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l objectives, and in engaging with the community. In comparison to the other roles in the model, the role of the architect and coach are not immediately relevant for the handling of the crisis situation (though they become relevant in terms of organizational development), and therefore not discussed in such depth as ot... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.909 | 0.842 | ["leadership", "crisis", "negotiation"] | 463 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801323 | [
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eadership is grounded in stakeholder theory (e.g. Doh & Quigley, 2014 ; Freeman & Auster, 2011 ; Maak & Pless, 2006 ; Voegtlin, 2011 ; Waldman & Galvin, 2008 ) – a view that is echoed by recent statements of senior business leaders, as indicated above. More specifically, our approach to responsible leadership is based ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.99 | 0.848 | ["leadership", "ethics"] | 449 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801356 | [
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l principles (Donaldson & Preston, 1995 , p. 72). As such it is particularly relevant for RL pertaining to decisions on value judgements, legitimacy and stakeholder preferences at the level of the upper echelons (e.g. Maak et al., 2016 ; Waldman et al., 2006 ). Leaders’ values and normative mindsets (including intentio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.69 | ["decision_making", "leadership", "ethics", "war_conflict"] | 465 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801389 | [
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ponsibly in an environment of conflicting values. Moral Imagination and Decision Making Werhane ( 1999 ) defines moral imagination as ‘‘a necessary ingredient in responsible moral judgment’’ that can enable in particular circumstances to ‘‘discover and evaluate possibilities not merely determined by that circumstance, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.685 | 0.824 | ["ethics", "decision_making", "war_conflict"] | 424 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801424 | [
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nal approaches towards stakeholders and CSR (e.g. Chin et al., 2013 ; Sully de Luque et al., 2008 ) and are especially relevant in situations that require decisions under time constraints, as in the crisis situations exemplified by the following case. Maak et al. ( 2016 ) have identified two normative responsible leade... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.706 | ["leadership", "decision_making", "crisis", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801455 | [
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uents, such as employees, suppliers, governments. They understand these constituents as means to an end to achieve business ojectives and interact in an instrumental, transactional and/or rule-based manner (Pless et al., 2012 ). In contrast, leaders with an integrative RL approach are described as leading with a broade... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.295 | 0.852 | ["leadership", "governance"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801489 | [
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re orientation) and engage with a broad range of constituencies, including fringe stakeholders. They understand these constituents as ends in themselves, engage in active communication and collaboration with stakeholders, and pursue a collaborative and inclusive approach. Central Ethical Orientations in Responsible Lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.834 | ["leadership", "ethics", "communication", "economy", "rhetoric"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801520 | [
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g conceptually vague without articulating specific norms that moral leaders can refer to (e.g., Giessner & van Quaquebeke, 2010 ). As a response, and to avoid ethical relativism (Donaldson, 1996 ), Eisenbeiss ( 2012 ) derived a set of four principles (humane orientation, justice orientation, responsibility and sustaina... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.923 | 0.816 | ["leadership", "ethics", "social_justice", "philosophy"] | 417 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801551 | [
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alled central ethical orientations of leadership. The review comprised ancient Western traditions (Plato, Aristotle) and Eastern traditions (Confucianism), as well as modern Western traditions (Kant, Rawls, Jonas) and modern Eastern traditions (Tagore). Western world religions that were studied comprised Christianity, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.83 | ["leadership", "ethics"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801582 | [
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ltural and interdisciplinary view of the normative foundations of moral leadership concepts and “present the cross-disciplinary and cross-cultural ‘lowest common denominator’” (Eisenbeiss, 2012 , p. 794), or the minimum standard to which most cultures converge. In our study, they serve as normative reference points. Th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.846 | ["leadership", "ethics", "education"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801612 | [
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s and relational approach based on the understanding that others should be treated with respect and dignity (Melé, 2016 ; Pirson, 2017 ; Pless et al., 2017a , 2017b ), and seen as ends, not as means to an end (Eisenbeiss, 2012 ; Jones et al., 2007 ). A humane orientation can be observed by responsible leaders’ way of i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.306 | 0.866 | ["leadership", "social_justice"] | 474 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801644 | [
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gions such as Christianity, Buddhism and Sikhism. Humane orientation is also a main dimension in the intercultural leadership study GLOBE (House et al., 2004 ). Justice Orientation A justice orientation is a form of fair and consistent decision-making and treatment of others. For leaders this means treating people equa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.686 | 0.832 | ["leadership", "philosophy", "social_justice", "decision_making", "education"] | 428 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801674 | [
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rtog 2009 ; Eisenbeiss, 2012 ; Olsaretti, 2018 ). The concept of justice has a rich tradition in Western religion and moral philosophy. However, Eisenbeiss ( 2012 ) points out that it also plays a central role in other religions like Islam and Sikhism. Fairness and justice are recurring topics in research on global lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.728 | ["leadership", "ethics", "philosophy", "social_justice"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801706 | [
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5 ; De Hoog and Den Hartog 2009; Simola et al., 2010 ), and responsible leadership in evaluating consequences of utilitarian approaches and equity arguments focused on stakeholder inclusion and fairness (e.g. Waldman & Galvin, 2008 , pp. 330ff). Responsibility and Sustainability Orientation This dimension refers to the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.985 | 0.826 | ["leadership", "rhetoric"] | 426 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801735 | [
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h guides responsible conduct (Eisenbeiss, 2012 ). In RL research, this orientation has been conceptualized as accountability to others, including to future generations, the welfare of society, and the environment (Pless et al., 2012 ). Eisenbeiss ( 2012 ) shows that this orientation has roots in different philosophical... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.4 | 0.848 | [] | 503 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801762 | [
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ecisions on others, including future generations. This form of ex-ante responsibility is reflected in the Brundtland Report as “development that meets the needs of the present without compromising the ability of future generations to meet their needs” (WCED 1987 , p. 8). Moderation Orientation Moderation is one of the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.397 | 0.858 | ["leadership", "philosophy"] | 483 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801794 | [
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r (Eisenbeiss et al., 2014 ; Rego et al., 2012 ). At the micro level, it is expressed in leaders’ self-control and their ability to contain emotions, control self-interest and balance motivations, as well as the interests and demands of others (Cameron, 2011 ). At the macro level, it becomes visible in leaders’ attempt... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.862 | ["leadership", "motivation", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801824 | [
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e conflicts of interests, dilemmas and paradoxes (Schraa-Liu & Trompenaars, 2006 ; Wettstein et al., 2019 ). According to Eisenbeiss ( 2012 ), moderation and balance are important in ancient Western philosophy, Buddhism, Confucianism and Sikhism. Humility and moderation are discussed as essential virtues of responsible... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.698 | 0.85 | ["war_conflict", "philosophy", "leadership", "ethics"] | 490 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801854 | [
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f interests (Cameron, 2011 ; Rego et al., 2012 ). Moral imagination The first use of the term moral imagination is associated with the book Reflections on the Revolution in France by the Irish statesman and philosopher Edmund Burke (1727–1797) (Stephenson, 2007 ). While evidence combining both leadership and imaginatio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.862 | ["ethics", "leadership", "management", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801883 | [
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, Bevan, Wolfe, and Werhane 2019 ; Caldwell & Moberg, 2007 ; Johnson, 1993 ; Kidder, 1995 ; Lederach, 2005 ; Moberg & Seabright, 2000 ; Werhane, 1998 , 1999 , 2002 ; Yang, 2013 ) and moral insight (Zhang et al., 2018 ). Different authors (e.g. Eisenbeiss et al., 2014 ; Schraa-Liu & Trompenaars, 2006 ; Stephenson, 2007 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.693 | 0.858 | ["ethics", "leadership", "war_conflict"] | 464 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801911 | [
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alternative option that is clearly morally wrong. In these instances, it is not difficult for individuals to perceive what ought to be done; that is, the right vs. wrong distinction is not ambiguous or cloudy. What complicates the picture is when the two options of the moral dilemma are both grounded in values – not ri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.876 | ["ethics", "crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801942 | [
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993 ); in other words, they are confronted with competing moral imperatives (Zhang et al., 2018 ). In these scenarios, moral imagination allows individuals to gain some distance and perspective and to come up with a "…third way—a kind of middle ground through the extremes…" (Kidder, 1995 , p.167). Zhang et al. ( 2018 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.87 | ["ethics", "communication"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.801972 | [
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en based on deontological versus utilitarian ethical frameworks) and to ask themselves not “what should be done?” but instead “what could be done?”, thereby allowing the emergence of other possibilities beyond existing opposites. The use of moral imagination or moral insights opens up other solutions that do not force ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.384 | 0.83 | ["ethics", "economy"] | 421 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802004 | [
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o make a trade-off between two imperfect options. We suggest that the use of moral imagination can help leaders to make better decisions in difficult situations as outlined in the case scenario. Moral Imagination and Responsible Leadership Moral imagination requires particular capacities relevant for leadership and app... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.86 | ["leadership", "ethics", "war_conflict", "decision_making", "crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802034 | [
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et al., 2017a , 2017b ): “(1) awareness of the character context, situation, event, and dilemma at issue; (2) awareness of the script or schema function in that context and role relationships entailed in that context, and (3) awareness of possible moral conflicts or dilemmas that might arise in that situation, includin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.694 | 0.852 | ["war_conflict", "ethics", "networking"] | 470 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802062 | [
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int of view or conceptual scheme” (ibid, p. 105). These capacities are of particular importance for leading responsibly in a stakeholder environment of contested values, “as in such circumstances there might not be the one right thing to do [when faced with a dilemma situation entailing conflicting stakeholder interest... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.86 | ["ethics", "leadership", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802092 | [
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still ethically sound solutions.” (Pless & Maak, 2008 , p. 21). Case Narrative: The Case of Hindalco Industries’ UAIL Refinery and its new CEO The Company, Context and Conflict We will now present a more detailed account of the case of Hindalco Industries and their UAIL refinery in rural India and the dilemma faced by ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.685 | 0.844 | ["ethics", "war_conflict"] | 423 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802120 | [
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the world’s largest company in aluminium rolling. It deals with bauxite mining, alumina refining, coal mining, captive power plants and aluminium smelting to downstream rolling, extrusions and foils. The company’s mission is to pursue the creation of superior shareholder value while being a responsible corporate citize... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.842 | ["war_conflict", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802150 | [
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pur Block of Odisha was selected for the purpose. However, since then, the project has repeatedly faced stiff resistance, criticism and opposition from NGOs and anti-industrialization and anti-capitalist groups sponsored by agencies from different parts of the country, leading to massive delays. The Conflict UAIL faced... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.686 | 0.826 | ["leadership", "strategy", "crisis", "governance", "war_conflict"] | 430 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802179 | [
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the direct supervision of the government in 1993. The population affected by the project was largely comprised indigenous people and Scheduled Caste communities (fringe stakeholders). Even after completion of land acquisition and acquiring the statutory and regulatory clearances, project construction could not begin du... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.85 | ["strategy", "crisis", "governance"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802209 | [
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ivists who were opposed to industrialization in tribal areas. The protests addressed diverse issues, namely, sustainable development, expected negative consequences, expropriation of tribal lands, and the ecological and socio-economic impact of the industrial venture. The situation deteriorated further in December 2000... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.316 | 0.824 | ["crisis", "communication"] | 438 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802239 | [
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, resulting in the deaths of three tribal people. As a result, the company could not start plant construction and community members’ trust in the company and local administration further deteriorated. The New Leader In light of extensive project delays and conflict escalation, the Chairman of ABG was in search of an ef... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.698 | 0.86 | ["leadership", "interview", "war_conflict", "economy"] | 489 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802273 | [
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l background and substantial industry experience. He (3) had gained insight into most of the relevant aspects of running the project by working for over 40 years in the pulp and paper industry, including implementation of greenfield projects. After six weeks in the job and extensive information gathering, he identified... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.848 | ["crisis", "economy", "management", "career", "war_conflict"] | 504 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802301 | [
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that work cease. Contractors were also affected. They reported that during work engineers were physically abused for money which led to frequent work stoppages. Also, theft of materials and equipment led to project delay and rise of costs. Not surprisingly, attracting and retaining managers and contractors became a tru... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.856 | ["crisis", "management", "philosophy"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802328 | [
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high – the reason why the company engages in these projects. However, it also bears societal risks such as land alienation, destruction of local cultural heritage, as well as substantial environmental risks, such as deforestation, energy consumption, production of alarming levels of greenhouse gases (Norgate et al., 20... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.858 | ["philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802356 | [
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e livelihood depends on their land, on agriculture and fishing; villagers even get their drinking water from lakes and rivers. Industrial production close to their habitats can have a direct and detrimental impact on their health and safety. One of the environmental activists protesting against the set up of the alumin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.864 | ["crisis"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802387 | [
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or the production, but will also throw toxic waste to the river …; land of the farmers are given to them … who is going to be benefitted out of this? Indeed, the CEO thought, in light of India’s commitment to becoming a low-carbon economy, a responsible course of action is needed to create long-term sustainability. The... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.295 | 0.87 | ["economy", "strategy", "crisis", "career"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802418 | [
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regional development and provision of jobs, education and medical help through industrial engagement. However, villagers, NGOs (some of them funded by national and international agencies), anti-capitalist/anti-industrialization groups and other social agencies had a different view, fearing negative impact of the UAIL p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.318 | 0.818 | ["crisis", "strategy", "career", "education"] | 432 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802446 | [
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… Now they are planning to take our land from us. We are sons of soil, what we will do if land is taken away from us? The CEO realized that the crisis and conflict with indigenous stakeholders was a profound issue not only leading to massive delays and economic losses, but also to human hardship, unsatisfactory stakeho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.696 | 0.864 | ["leadership", "strategy", "ethics", "crisis", "war_conflict"] | 480 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802475 | [
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cond option came with an environmental footprint. Yet, it also offered the chance to contribute to regional development and the potential to break the poverty cycle. He was wondering what he should do in light of this trade-off between two imperfect options. Philosophical Approach to the Analysis In analyzing the data,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.856 | ["leadership", "economy", "ethics", "crisis", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802514 | [
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and the lengthy struggle to determine and reconcile legitimate stakeholder interests – suggesting that the organization and its leadership may have been captured in a particular dominant mental model that did not allow for new ways of seeing. To approach this complexity we decided to utilize an “ethos of imagination” (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.86 | ["leadership", "decision_making", "motivation", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802550 | [
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empirical case-based analysis, and to apply an analysis of moral imagination. Werhane ( 1999 ) argues that moral imagination is an essential condition of innovative decision-making of business executives. She considers the mediated nature of culture, ideology, and human experience, and particularly argues that how we p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.4 | 0.852 | ["ethics", "decision_making", "philosophy"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802580 | [
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ptual scheme modified by a set of perspectives or mental models” (1999, p. 49). Responsible leadership mindsets reflect such mental models, which can help leaders on the one hand to focus their attention and energy, pursue a particular idea, vision, purpose, and create a specific script for their ‘leadership movie’. Ho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.683 | 0.832 | ["leadership", "strategy", "ethics"] | 417 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802609 | [
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result in myopia and constrain the moral outlook. Our approach of reflecting on the dilemma from different RL mindsets can help identify, understand and assess different perspectives and approaches for identifying the most sustainable one. We use moral imagination as a philosophical approach to the case analysis. (Werh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.389 | 0.83 | ["ethics", "decision_making"] | 447 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802638 | [
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, projection of moral standards, and imagination. The latter “involves heightened awareness of contextual moral dilemmas and their mental models, the ability to envision and evaluate new mental models that create new possibilities, and capability to reframe the dilemma and create new solutions in ways that are novel, e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.854 | ["ethics", "strategy", "war_conflict"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802667 | [
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agination that perceives the nuances of a situation, challenges the framework or scheme in which the event is embedded, and imagines how that situation and other similar situations might be different.” (1999, p. 126). Moral imagination enables individuals to compare and contrast own perceptions, experiences, mindsets, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.296 | 0.85 | ["decision_making", "ethics", "crisis"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802697 | [
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ces regarding potential courses of action (Arnold & Hartman, 2003 ). Our analysis of the options available to the CEO to address the conflict aims at transcending dominant mindsets and opening up for new ways of seeing. Moral imagination is particularly suited to analyze complex and systemic cases in business ethics th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.921 | 0.83 | ["ethics", "communication", "decision_making", "war_conflict"] | 422 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802726 | [
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vel, but also organizational and societal levels. To analyze this decision-making case and to reflect on managerial norms, social roles, and relationships entwined in the situation, we provide substantive background information on the case: describing its context (country and culture, living conditions, economic contex... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.69 | 0.82 | ["management", "decision_making", "ethics", "networking", "war_conflict"] | 452 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802756 | [
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radation, impact on villagers, land acquisition). We also give an overview of the affected stakeholders, noting any human rights violations, and focus on the least privileged stakeholders – those most profoundly affected by the project, namely the indigenous villagers. By juxtaposing two RL approaches (instrumental and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.303 | 0.84 | ["social_justice"] | 484 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802784 | [
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ver (with a “disengaged view”, Werhane, 1999 , p. 122) in the case and analyze the consequences, weighing benefits and harms, of these RL approaches, asking what a person with each respective approach would decide. Following Werhane ( 1999 ) we start with the specific case, and use the RL orientations as a lense to ref... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.86 | ["ethics", "decision_making", "salary"] | 491 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802816 | [
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eholders and ethical issues involved in the case. Based on this analysis (see Sect. 4 ), we arrive at a tentative moral judgement and recommend that, in this case, the integrative approach is the morally superior choice . In the subsequent discussion, we apply the integrative script and use moral imagination as a pathw... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.389 | 0.846 | ["ethics", "decision_making"] | 447 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.802850 | [
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the Nursing Team ” section later in this chapter. No matter the role, managers serve common functions such as organizing and prioritizing work performed in their areas, and communicating and motivating people on their team to reach established goals. Charge Nurses This chapter will focus on leadership provided by charg... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.691 | 0.842 | ["management", "leadership", "philosophy"] | 454 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921460 | [
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at is critical for addressing the complexities of today’s health care environment. References 1. The Joint Commission. (2017). The essential role of leadership in developing a safety culture. Sentinel Event Alert 57 . https://www .jointcommission .org/-/media/tjc /documents/resources /patient-safety-topics /sentin... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.698 | 0.674 | ["leadership", "communication"] | 492 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921544 | [
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ser MC4 Army is licensed under CC BY 2.0 ↵ . 1.3. Leadership Styles Leadership Theories and Styles Leadership theories and styles have evolved over time. Kurt Lewin, the father of social psychology, originally identified three leadership styles in the 1930s authoritarian, democratic, and laissez-faire.[ 1 ],[ 2 ] Autho... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.694 | 0.696 | ["leadership", "management", "war_conflict", "family"] | 471 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921585 | [
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adership styles have overlapping characteristics. See Figure 1.5 [ 8 ] for a comparison of various leadership styles in terms of engagement. Figure 1.5 Leadership Styles Passive-avoidant leadership is similar to laissez-faire leadership and is characterized by a leader who avoids taking responsibility and confronting o... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.687 | 0.824 | ["leadership"] | 434 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921645 | [
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atisfaction.[ 18 ] In this challenging health care environment, managers and nurse leaders must promote technical and professional competencies of their staff, but they must also act to improve staff satisfaction and morale by using appropriate leadership styles with their team.[ 19 ] References 1. Carlin, D. (2019, Oc... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.682 | 0.674 | ["leadership", "management", "ethics", "career"] | 412 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921685 | [
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empower their teams, drive change, and subsequently improve client outcomes. Consider the following example to illustrate why effective leadership is needed across leadership roles at an institution. Sarah is an LPN/VN working in a busy long-term care facility. Over the last two months, Sarah has identified several ins... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.685 | 0.824 | ["leadership", "management", "philosophy"] | 425 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:38.921720 | [
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BMC Med Educ . 2023 Apr 14;23:246. doi: 10.1186/s12909-023-04228-x Conflict resolution styles and skills and variation among medical students Rathnayaka M Kalpanee D Gunasingha Rathnayaka M Kalpanee D Gunasingha , MD 1 Department of Surgery, Uniformed Services University of Health Sciences and Walter Reed National Mili... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.854 | ["war_conflict", "education", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042219 | [
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Biostatistics and Bioinformatics, School of Medicine, Duke University, Durham, NC USA Find articles by Hui-Jie Lee 2 , Congwen Zhao Congwen Zhao , MB 2 Department of Biostatistics and Bioinformatics, School of Medicine, Duke University, Durham, NC USA Find articles by Congwen Zhao 2 , Alison Clay Alison Clay , MD 3 Dep... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.697 | ["education", "philosophy"] | 510 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042316 | [
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Durham, NC USA Find articles by Alison Clay 3, 4 Author information Article notes Copyright and License information 1 Department of Surgery, Uniformed Services University of Health Sciences and Walter Reed National Military Medical Center, Bethesda, MD USA 2 Department of Biostatistics and Bioinformatics, School of Med... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.698 | ["education", "philosophy", "war_conflict"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042372 | [
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cation, School of Medicine, Duke University, Durham, NC USA ✉ Corresponding author. Received 2022 Jul 8; Accepted 2023 Apr 3; Collection date 2023. © This is a U.S. Government work and not under copyright protection in the US; foreign copyright protection may apply 2023 Open Access This article is licensed under a Crea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.86 | ["education", "innovation", "governance", "diplomacy", "philosophy"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042413 | [
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mat, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.1 | 0.87 | ["innovation"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042451 | [
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ss otherwise stated in a credit line to the data. PMC Copyright notice PMCID: PMC10103535 PMID: 37060062 Abstract Background Conflict is inevitable on healthcare teams, yet few professional school curricula teach or assess conflict resolution skills. Little is known about the variation in conflict resolution styles acr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.848 | ["war_conflict", "management", "crisis", "career", "education"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042489 | [
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ized quasi experimental trial to assess the impact of knowing one’s own conflict resolution style on conflict resolution skills in a simulated encounter. Graduating medical students completed a mandatory conflict resolution session with standardized patients acting as nurses during a transition to residency course. Coa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.987 | 0.818 | ["war_conflict", "crisis", "negotiation"] | 437 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042526 | [
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ills with negotiation and emotional intelligence. Retrospectively, we assessed the impact of the students knowing their conflict resolution style prior to simulation, student gender, race, and intended field of practice on conflict resolution skills as judged by coaches. Results One hundred and eight students completed... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.913 | 0.826 | ["war_conflict", "negotiation"] | 449 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042565 | [
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he simulated patient (SP) encounter and 41 after. The most common conflict resolution style was accommodating (n = 40). Knowing one’s conflict resolution style in advance of the simulation and one’s identified race/ethnicity did not impact skill as assessed by faculty coaches. Students pursuing diagnosis-based specialt... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.7 | ["war_conflict", "negotiation"] | 502 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042606 | [
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had higher emotional quotient scores (p = 0.02). Conclusions Conflict resolution styles vary among medical students. Male gender and future practice in a procedural specialty impacted conflict resolution skills but knowing conflict resolution style did not. Supplementary Information The online version contains suppleme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.672 | ["war_conflict", "education", "philosophy"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042646 | [
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ict resolution style Introduction The healthcare environment is a complex system of relationships. The interplay amongst different professionals, staff, and trainees allows for the successful care of patients most of the time, but with daily stressors, it can also be a source of conflict. While conflict may improve the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.85 | ["war_conflict", "networking", "decision_making", "innovation", "career"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042684 | [
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ativity, satisfaction, and task-related effort [ 1 , 4 ]. Rudeness in the NICU decreased diagnostic and procedural performance [ 5 ]. Conflict also contributes to burnout [ 6 ]. In healthcare, poor working relationships correlated to higher levels of burnout in critical care nurses, physicians, and general hospital sta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.696 | 0.862 | ["war_conflict", "networking", "philosophy"] | 482 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042719 | [
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nment, and subsequently, burnout [ 6 , 10 , 11 ]. As a result, many professional training programs, including law and business schools, provide training in conflict resolution [ 12 – 14 ]. The need for formal training in conflict management in healthcare is highlighted in studies from both the emergency department and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.999 | 0.862 | ["war_conflict", "education", "management", "crisis", "career"] | 493 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042756 | [
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e that could affect patient outcomes [ 15 , 16 ]. While many health professions’ curricula focus on interprofessional communication, there are few that address conflict resolution specifically [ 17 – 20 ]. Complicating matters further, there are various conflict resolution styles, such as competing, collaborating, comp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.697 | 0.86 | ["career", "communication", "war_conflict", "economy"] | 485 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042790 | [
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n by profession [ 24 , 25 ] or discipline [ 26 ]. Various styles may be preferable to certain circumstances or environments [ 22 – 24 ]. To our knowledge, there is no data on conflict resolution styles of medical students or on conflict resolution styles across different specialties in the United States. Conflict resol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.691 | 0.846 | ["war_conflict", "career", "education"] | 454 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042826 | [
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ith real world conflict in healthcare facilities. By understanding the different types of conflict resolution styles that exist in students and their skill with conflict resolution, we can better tailor training to improve student’s skills with resolving conflict prior to residency. We created a conflict resolution sim... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.983 | 0.824 | ["war_conflict"] | 415 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042863 | [
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t of their transition to residency course [ 21 ]. The objectives of this study were to (1) evaluate conflict resolution styles amongst graduating medical students, (2) assess if conflict resolution skills as judged by trained faculty coaches were impacted by students knowing their conflict resolution style prior to the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.852 | ["war_conflict", "education"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042898 | [
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the value to students of practicing conflict resolution skills while considering one’s predominant conflict resolution style. Methods Research study design This study was a prospective, group randomized, single-blind quasi experimental trial involving 108 students enrolled in a single transition to residency course and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.844 | ["education", "war_conflict", "crisis"] | 499 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042937 | [
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ucational content, taken in a different sequence. Group randomization occurred for purposes of scheduling in the simulation center. Only faculty evaluators were blinded to sequencing of the educational content. Conflict resolution curriculum in capstone Duke University School of Medicine has a mandatory, longitudinal t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.697 | 0.834 | ["education", "war_conflict"] | 484 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.042972 | [
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faculty: 8 students) at the start of the course. Coaches provide individual feedback to students across several exercises, such as a discharge summary, informed consent, managing difficult conversations, handoffs, simulated paging, triage, and high-fidelity simulation. In 2017, conflict resolution was added to this cur... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.896 | 0.838 | ["war_conflict", "management", "crisis", "philosophy"] | 510 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.043015 | [
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actors, post-work and assessment rubric has been previously published [ 27 ]. In brief, the conflict resolution session is mandatory for all students and consists of three parts: pre-work, a standardized patient (SP) simulation encounter, and post-work. During prework, students review videos of conflict resolution, ref... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.686 | 0.822 | ["war_conflict"] | 432 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.043050 | [
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0.06231... | ||
ulated conflict with another healthcare provider. In this conflict, an intern and nurse must negotiate how to obtain additional intravenous access after patient loses access. The intern is told in advance to try not to place a central line in order to preserve opportunity for hemodialysis access in the future, while th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.689 | 0.84 | ["war_conflict", "negotiation"] | 445 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.043086 | [
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”) for the patient. Simulation is video recorded. After simulation, the student and the student’s coach review the student’s video and assess the student’s conflict resolution skills using a previously described rubric [ 27 ]. This rubric included skills with negotiation and generalizable communication skills and a sum... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.85 | ["negotiation", "war_conflict", "communication", "management"] | 512 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.043123 | [
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rustable behaviors for teamwork published by the American Association of Medical Colleges [ 28 ] with conflict resolution skills published in the business literature. Overlap occurred in four areas: identifying the problem, breaking the problem into pieces, agreeing on a common goal, and assigning responsibility. The n... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.896 | 0.852 | ["management", "negotiation", "war_conflict", "education"] | 511 | Conflict Resolution Leadership | topic | 2026-03-21T18:11:39.043157 | [
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0.014223955571651459,
0.0... |
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