Transforming hidden conflicts into participation

Abstract

Purpose The purpose of this paper is to address the issues raised by hidden conflicts in a charismatic-led organization. The paper investigates the transformation from a management paradigm of quelling conflict artificially through charismatic leadership to a paradigm of negotiation that favors participation, systematicity, the multiplying of innovation sources and synchronization. The research is based on a specific approach to action research aimed at revealing the inherently masked conflictive energy, and contributing to a more sustainable, peaceful and well-performing construct. Design/methodology/approach The framework is a specific approach to participatory action research that the authors call socio-economic intervention research. Findings The results of the research support the proposition that while charismatic leadership quells conflict and jeopardizes the sustainability of the organization, socio-economic intervention research can help transform conflicts into cooperation in this type of organization. Originality/value The main contributions relate to shedding light on the hazards of denying conflict in charismatic-led organizations, and the importance of systemic negotiation in transforming conflict into cooperation in the Middle Eastern cultural context.