Twenty-second International Conference on Knowledge, Culture, and Change in Organizations

Abstract

Leaders of remote employees are faced with unique challenges as they relate to conflict prevention and management. The Covid-19 pandemic further complicated this issue when, because of social distancing mandates and employee health concerns, a large volume of leaders and their employees were forced to transition to a remote working environment. Leaders had to then develop personal strategies to successfully lead their now-remote workforce. This qualitative Grounded Theory study revealed that intentional communication, engagement, and planning are ways in which managers have been able to minimize the effects that conflict has on their employees. From the research, the Foresight Leadership Theory has emerged. This theory highlights the role of these strategies, with foresight as the guide, in reducing conflict. Using these strategies, healthcare managers are better able to tailor meaningful communication and engagement with their staff, which has shown a decrease in conflict as a whole.