A Conceptual Framework for Examining the Impact of Conflict Management Styles on Job Satisfaction: The Mediating Roles of Organizational Climate and Leadership Support

Abstract

Workplace conflict is an inevitable feature of organizational life, and the manner in which it is managed has significant implications for employee attitudes and organizational functioning. This paper develops a conceptual framework to examine the impact of conflict management styles on job satisfaction, with particular emphasis on the mediating roles of organizational climate and leadership support. Drawing on established theories in conflict management, organizational behavior, and leadership, the study argues that conflict management styles do not influence job satisfaction in isolation but operate through broader contextual and relational mechanisms. Organizational climate is conceptualized as a shared perceptual environment that shapes how conflict management practices are interpreted, while leadership support is viewed as a relational resource that influences employees’ emotional and cognitive responses to conflict. By integrating these constructs into a single explanatory model, the paper addresses fragmentation in existing research and offers a coherent theoretical foundation for understanding employee satisfaction in conflict-prone environments. The proposed framework provides clear propositions that can guide future empirical research and inform organizational practice. Overall, the study contributes to the literature by advancing a multidimensional perspective on conflict management and job satisfaction.