CFP Conflict Mediation and Leadership

Call for Papers
Conflict Mediation and Leadership: Critical Reflections on Management and Banal Culturalism
for Volume 7, Studies in Intercultural Mediation, Peter Lang Publishers, Frankfurt
Editors: Dominic Busch and Claude-Hélène Mayer

Do mediation and leadership go together? And if they do, how do they?

During the past years, the discourse in mediation sciences and practices turns increasingly to the question how mediation is and can be used in management and leadership contexts. Research and popular publications do not only see mediation as an exclusive practice in managing, resolving and transforming conflicts, but also as a tool which can be used in managing and leading individuals, employees and organisations. Some voices seem to view concepts of mediative leadership or management-by-mediation as the new and future concepts of leading people and organisations. Other voices are highly critical that this is possible. Hardly any scientific research exists on mediation, management and leadership, their interrelationships, models, theories and practices.

In parallel, mediative strategies are frequently considered as particularly suited for a constructive management of conflict in intercultural settings. Traditionally, research on intercultural mediation has tended to rely on the assumption that people from different cultural backgrounds will prefer different modes of disputing as well as managing conflicts. More recently, critical scholars have pointed out that cultural research on these premises is based on Western ethnocentric assumptions shaping even Non-Western cultures according to the West’s ethnocentric imaginations of what is to be seen as the cultural other. Earlier research that now is frequently judged as culturalist had tended to over-generalize and to interpret anything that had been emerged in research on the basis of pre-fabricated cultural assumptions. This tendency can be found in people’s everyday discourse in Western societies, too: Here, people from other countries are consequently interpreted on the background of their assumedly foreign and different culture. What here can be termed as culturalizations in fact must be seen as an act of systematic and blurred discrimination and even racism. Leaders in international organizations here have to face the challenge of deconstructing culturalist organizational discourse – in conflict management in particular. Conditions of a constructive management of culturalisations can be subsumed under the notion of intercultural sustainability.

Volume 7 of Studies in Intercultural Mediation aims at advancing international research, practice and development of mediation theory and practice in the context of leadership. The purpose of this volume is to provide new insights and ideas into theories, practices, methods and techniques of mediation and leadership in the face of discursive culturalizations and the responsible management of cultural affiliations. It aims at contributing to the deeper understanding of conflict resolution processes in individual, cultural, organisational and societal leadership contexts.

We hereby invite abstract/chapter submissions that relate to the theoretical, empirical and practical exploration of mediation and leadership from various cultural perspectives. Authors are invited to contribute to theory, model building and practice regarding mediation and leadership in culturalist perspectives. Questions we would like to tackle in this volume are – but are not limited to – the following:
*What is the basic understanding of mediation and leadership?
*How can processes of culturalization and its responsible management in mediation and leadership be described?
*What mediation, management and leadership theories and practices apply?
*How can the concept of intercultural sustainability narrowed and elicited in regard to mediative leadership?
*What forms of mediative leadership may emerge in the lights of critical cosmopolitanism?
*Which concepts do exist in leadership with regard to conflict resolution and mediation?
*How does mediation theory and practice fit with management and leadership theories and practice, such as participative, servant, autocratic, spiritual, or charismatic leadership?
*What does empirical mediation and leadership research say in terms of the connection of these concepts in various cultural contexts?
*How do concepts such as mediative leadership or management-by-mediation contribute to the discourses on mediation, leadership and management?
*Which opinions exist with regard to the interlinkages of mediation and leadership in theory and practice.

A publication of the planned volume is scheduled for August 2016. Contributors with proposals and works in progress aiming for publication are welcome to contact the editors.

Please submit an abstract of a max. of 250 words until 15 September 2015.
Submissions will be reviewed and feedback will be provided on 1 November 2015.
Upon invitation, full articles should be submitted until 1. March 2016. Articles should not exceed 6.000 words in length excluding references.

The official language of this volume is English. Please use the reference system according to the Harvard Style. Please send your abstract until 1 August 2015 to one of the editors:
Prof. Dr. Dominic Busch, Universität der Bundeswehr, München
Dr. Claude-Hélène Mayer, University of South Africa

Author: Center for Intercultural Dialogue

Wendy Leeds-Hurwitz, the Director of the Center for Intercultural Dialogue, manages this website.

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