LEADERS’ INTERPERSONAL COMMUNICATION IN CONFLICT MANAGEMENT AMONG KARANG TARUNA ADMINISTRATORS IN MEDAN

Abstract

Disagreement can reveal weaknesses in organizational coordination, but it can also damage relationships when discussion shifts from shared problems to personal accusations. This conceptual article examines leaders’ interpersonal communication in managing conflict among Karang Taruna administrators in Medan, using 2019 as its temporal frame. A narrative literature review integrates scholarship on intragroup conflict, conflict management, trust, psychological safety, leadership openness, and emotion regulation. The synthesis identifies problem clarification, attentive listening, reasoned expression, perspective acknowledgment, and agreement follow-up as relevant communication practices. It argues that leaders need to distinguish disagreements about tasks and procedures from interpersonal tensions while recognizing that these forms of conflict may overlap. Communication should support the examination of differences without assuming that all disagreements are beneficial or that immediate agreement demonstrates resolution. Implications include clearer coordination, opportunities to express concerns, proportionate intervention, and review of agreed actions. These are conceptual considerations rather than tested practices. The article concludes that interpersonal communication provides a useful framework for discussing conflict management, while actual leadership practices among Karang Taruna administrators in Medan require empirical investigation.