CoChat
Sign Up
Cited by 1Conflict Management and NegotiationLeadership and Management in OrganizationsLeadership, Behavior, and Decision-Making Studies

The Role of Conscious Leadership in Resolving Inter-Organizational Conflict: A Systematic Review and Conceptual Model

Open access
Abdul Malek, Mahmud, Qazi Moinuddin·2025·International Journal of Management and Applied Research
DOI 10.18646/2056.122.25-011
Open this paper in CoChat — free accountOpen PDF

Abstract

This study investigates the role of conscious leadership in resolving inter-organizational conflicts, focusing on how mindfulness, empathy, self-awareness, and ethicality foster cooperation between organizations. In today’s globalized and interdependent business environment, conflicts often arise due to cultural differences, communication barriers, and competing interests. While prior research has examined emotional intelligence, mindfulness, and ethical decision-making individually, few studies have explored how conscious leadership integrates these dimensions to address complex inter-organizational disputes. Using the PRISMA 2020 framework, the study systematically reviewed 31 peer-reviewed articles published between 2015 and 2024 across Scopus, Web of Science, and Google Scholar. Findings indicate that conscious leadership positively influences communication, trust, and collaboration. Emotional intelligence acts as an intervening variable, enhancing empathy and mindfulness to enable constructive conflict resolution. The effectiveness of conscious leadership is also shaped by cultural and contextual factors. Limitations include reliance on secondary data, exclusion of non-English sources, and absence of longitudinal empirical testing. Future research should pursue cross-sector and longitudinal studies, develop mindfulness-based leadership training, and promote policy incentives to embed conscious leadership in governance systems.

AI snapshot

Written from the paper’s full text.

TL;DR

This systematic review synthesizes 31 peer-reviewed articles (2015–2024) and proposes a conceptual model in which conscious leadership—self-awareness, authenticity, empathy, mindfulness, and systemic thinking—supports inter-organizational conflict resolution, with emotional intelligence as a mediator and cultural context as a moderator. The authors conclude the evidence is promising but largely conceptual or cross-sectional and call for longitudinal, cross-sector, culturally diverse empirical testing.

Key findings

  • Across the 31 reviewed studies, emotional intelligence emerged as a recurring intervening mechanism linking conscious leadership to improved communication, trust, collaboration, and constructive conflict resolution; cultural and contextual factors shape its effectiveness.
  • The methodological distribution was approximately 60% literature reviews/conceptual syntheses, 25% qualitative case studies/interviews, and 15% quantitative or mixed-method studies.
  • Recurrent conscious leadership dimensions included self-awareness (present in approximately 70% of studies), mindfulness (65%), systemic thinking (half of studies), and empathy (most prevalent). Reported associations include authenticity and reputational gains (r = 0.89), autocratic leadership and crisis escalation (r = .977), a 16% increase in task efficiency and doubled productivity from mindful leadership, and a 15% reduction in escalation in simulated settings through self-awareness.
  • The proposed conceptual model links antecedents (self-awareness, authenticity, empathy, mindfulness, systemic thinking) to mechanisms (emotional regulation, ethical decision-making, communication, mediation, stakeholder inclusion) and outcomes (collaboration, communication effectiveness, performance resilience), with feedback loops and contextual moderation.

Methods

  • A Systematic Literature Review following PRISMA 2020 guidelines, using a two-stage screening protocol across Scopus, Web of Science, and Google Scholar.
  • The review identified 201 records, removed 50 duplicates, screened 150, sought 100 for retrieval, assessed 90 for eligibility, and included 31 peer-reviewed articles published between 2015 and 2024.
  • Thematic synthesis and qualitative analysis of the included studies were used to identify recurrent dimensions, mechanisms, contextual variations, and gaps, and to develop a conceptual model.

Limitations

  • Stated in the paper: reliance on secondary data, exclusion of non-English sources, and absence of longitudinal empirical testing.
  • Evident from the text: the included literature is mostly conceptual or cross-sectional (60% reviews/conceptual syntheses; only 15% quantitative or mixed-method), limiting causal inference and generalizability; cross-sector coverage is limited, with manufacturing and global supply chains underexplored; some cited case studies have small samples (35 and 5 participants), and the review notes self-report biases and reliance on pre-2020 datasets.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.18646/2056.122.25-011

Cites

19 of 19 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

24 of 66 cited sources checked · 6 supported · 4 flagged · accuracy not yet measured

  • Premisecitation

    Communication and mediation can establish coalitions.

    “They devolve into the processes of mediation: emotional control defuses tensions (Celestin and Vanitha, 2020); ethical decision-making facilitates equity (Owie, 2017); communication and mediation can establish coalitions (Gaba and Joseph, 2023; Naqvi and Anjum, 2024); and stakeholder inclusion fosters inclusiveness.”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Gaba and Joseph, 2023 source

      The ‘Processes of conflict resolution’ section says the focus is not on explicit mediation procedures; it describes forming coalitions as an alternative way to address conflicting goals. The ‘Conflict as latent, contextual, and dynamic’ section discusses communication’s role in how conflict is expressed, not in establishing coalitions. No page numbers are available in our copy. (LLM, conf=0.84)

      Checked by a reasoning model — may be wrong.

      Experimental — accuracy not yet measured
    • cites Naqvi and Anjum, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Premisecitation

    Naqvi and Anjum and Gaba and Joseph both attributed improved alignment and cooperative resolution across organizational boundaries to decentralized, participative mediation processes.

    “Naqvi and Anjum (2024) and Gaba and Joseph (2023) both attributed improved alignment and cooperative resolution across organizational boundaries to decentralized, participative mediation processes.”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Naqvi and Anjum, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Gaba and Joseph, 2023 source

      In “Processes of conflict resolution” (page unavailable), Gaba and Joseph say conflict may be ameliorated by decentralizing information, but explicitly say the focus is not on mediation procedures and that true goal alignment does not occur. They describe temporary compromises within organizations, not improved alignment and cooperative resolution across organizational boundaries through participative mediation. (LLM, conf=0.87)

      Checked by a reasoning model — may be wrong.

      Experimental — accuracy not yet measured
  • Premisecitation

    Al-Qaruty et al. found a strong correlation (r = 0.89) between ethical mediation and reputational integrity in Jordanian banks.

    “Empirical evidence supports this link: Al-Qaruty et al. (2022) found a strong correlation (r = 0.89) between ethical mediation and reputational integrity in Jordanian banks.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Al-Qaruty et al., 2022 source

      The correlation matrix (Additional information; page unavailable) reports correlations of 0.420, 0.276, and 0.562 among digital HR transformation, organizational strategic sustainability, and conscious leadership in Jordanian Islamic banks. It does not report a correlation of 0.89 between ethical mediation and reputational integrity; its stated findings concern different variables and values. (LLM, conf=0.86)

      Checked by a reasoning model — may be wrong.

      Experimental — accuracy not yet measured
  • Premisecitation

    There is a strong correlation (r = 0.89) between EI-based emotional regulation and reputational gains, particularly through negotiation processes.

    “Their study revealed a strong correlation (r = 0.89) between EI-based emotional regulation and reputational gains, particularly through negotiation processes.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Al-Qaruty et al. (2022) source

      The correlation matrix (Additional information; page unavailable) reports correlations among digital HR transformation, organizational strategic sustainability, and conscious leadership, not between emotional regulation and reputational gains. Searches for r = 0.89, reputational gains, and negotiation processes found no passage addressing the claimed relationship. (LLM, conf=0.76)

      Experimental — accuracy not yet measured
  • Premisecitation

    High levels of emotional intelligence prevent task, process, relationship, and status conflicts by encouraging open dialogue and compromise.

    “High levels of EI were shown to prevent task, process, relationship, and status conflicts by encouraging open dialogue and compromise.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Lobo (2023) source

      In “Exploring the Impact of Emotional Intelligence on” (page unavailable), the review says EI negatively predicted task, relational, process, and status conflicts. The Conclusion (page unavailable) links EI to compromising, but the copy does not establish that open dialogue and compromise are the mechanism by which EI prevents all four types of conflict; it also describes emotional awareness as potentially preventing escalation rather than proving prevention. (LLM, conf=0.85)

      Experimental — accuracy not yet measured
  • Classified as probably not a substantial claim. 33
  • May combine two claims. 43
  • The quote only partly states this claim. 1

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Conscious leadership moderates the impact of digital HR practices on sustainability.

    “This is reinforced by Al-Qaruty et al. (2022), who found that conscious leadership moderates the impact of digital HR practices on sustainability.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Al-Qaruty et al. (2022) source

      The Conclusion (page not available) reports a significant relationship between digital HR transformation and organizational strategic sustainability through conscious leadership as a mediating variable. Mediation is different from the moderating role attributed to the paper; the paper reports mediation instead. (LLM, conf=0.88)

      Checked by a reasoning model — may be wrong.

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Conflict is inevitable but can be productive when approached constructively, as it stimulates creativity and communication.

    “John-Eke and Akintokunbo (2020), in their review of organizational behavior literature, emphasized that conflict is inevitable but can be productive when approached constructively, as it stimulates creativity and communication.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites John-Eke and Akintokunbo (2020) source

  • May combine two claims.

    Premisecitation

    Empathy was the most prevalent quality, consistently mediating relational conflicts.

    “Empathy was the most prevalent quality, consistently mediating relational conflicts and doubling productivity in multicultural teams (Awalluddin and Maznorbalia, 2023).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Awalluddin and Maznorbalia, 2023 source

      Section 6.1 (page unavailable) lists empathy among several traits associated with Malaysians' preference for an integrative conflict-resolution style. It says the integrative style—not empathy—is most frequently used, and does not establish that empathy consistently mediates relationship conflicts. The searched passages also do not support the citing sentence's claim that productivity doubled in multicultural teams. (LLM, conf=0.85)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Inclusiveness and compassion are culturally embedded practices that often outperform Western conflict models in sustaining communal balance.

    “Tamirat and Lemi (2023), in their review of indigenous approaches, highlighted inclusiveness and compassion as culturally embedded practices that often outperform Western conflict models in sustaining communal balance.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Tamirat and Lemi (2023) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Integration, compromise, collaboration, domination, and avoidance are strategies essential to institutional quality in Indonesian Islamic institutions.

    “Similarly, Bashori et al. (2022) identified integration, compromise, collaboration, domination, and avoidance as strategies essential to institutional quality in Indonesian Islamic institutions.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Bashori et al. (2022) source

      The Approach to Conflict Management section identifies integrating, compromising, collaborating, dominating, and avoiding, and says these approaches can help improve quality depending on the conflict’s context and complexity. It does not say that all five are essential to institutional quality; the Conclusions emphasize managing conflict well rather than requiring each strategy. The supplied passages do not provide page numbers. (LLM, conf=0.85)

      Experimental — accuracy not yet measured

  • May combine two claims.

    Findingcitation

    Cultural adaptations were emphasized in the reviewed studies, highlighting the importance of contextual sensitivity in multicultural and cross-sectoral environments.

    “Similarly, cultural adaptations were emphasized (Awalluddin and Maznorbalia, 2023), highlighting the importance of contextual sensitivity in multicultural and cross-sectoral environments.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Awalluddin and Maznorbalia, 2023 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Owie conceptualized socially conscious leadership as reconciling corporate self-interest with stakeholder concerns in CSR, thereby mitigating profit-society conflicts.

    “Owie (2017) conceptualized socially conscious leadership as reconciling corporate self-interest with stakeholder concerns in CSR, thereby mitigating profit-society conflicts.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Owie, 2017 source

  • May combine two claims.

    Premisecitation

    Malaysian multinational companies favored integrating and compromising strategies, reflecting pacifist values that prioritize relationship preservation.

    “Awalluddin and Maznorbalia (2023) found that Malaysian multinational companies favored integrating and compromising strategies, reflecting pacifist values that prioritize relationship preservation.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Awalluddin and Maznorbalia, 2023 source

      The review’s concluding section says Malaysians preferred integrating and compromising styles and links peaceful conflict resolution to maintaining good relationships. Section 6.2 also reports those preferences among respondents at thirteen Malaysian petrochemical companies. Neither passage identifies the companies as multinational, so the claim’s narrower company description is unsupported. (LLM, conf=0.87)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    In banking, ethical mediation supports sustainability and reputational integrity.

    “In banking, ethical mediation supports sustainability and reputational integrity (Al-Qaruty et al., 2022).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Al-Qaruty et al., 2022 source

      The Introduction links conscious leadership as a mediator between human-resources digital transformation and organizational sustainability in Jordanian Islamic banks. The cited paper does not establish that this mediation is ethical or that it protects reputational integrity; searches for “ethical” and “reputation” found no supporting passage. (LLM, conf=0.84)

      Experimental — accuracy not yet measured

  • May combine two claims.

    Premisecitation

    Systemic thinking emphasizes collective transcendence and sustainability, as demonstrated in digital HR transformations that achieved strategic balance.

    “Unlike individualistic paradigms, systemic thinking emphasizes collective transcendence and sustainability, as demonstrated in digital HR transformations that achieved strategic balance (Al-Qaruty et al., 2022).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Al-Qaruty et al., 2022 source

      The Conclusion (page not provided) reports a statistically significant impact of digital HR transformation on organizational strategic sustainability in Jordanian Islamic banks. The section “Third: The conscious leadership” discusses a unified vision and cooperative participation, but the paper does not establish the claimed contrast with individualistic paradigms, collective transcendence, or an achieved strategic balance. (LLM, conf=0.86)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Findingnone given

    Emotional intelligence functions as an intermediary tool that enables leaders to resolve conflicts, foster mindfulness, and enhance harmony within teams and across inter-organizational collaborations.

    “EI functions as an intermediary tool that enables leaders to resolve conflicts, foster mindfulness, and enhance harmony within teams and across inter-organizational collaborations.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Findingnone given

    Current frameworks lack empirical validation and fail to integrate emotional intelligence, ethical leadership, and mindfulness into coherent models of conflict resolution.

    “Moreover, current frameworks lack empirical validation and fail to integrate emotional intelligence, ethical leadership, and mindfulness into coherent models of conflict resolution.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Findingnone given

    Existing studies tend to focus on intra-organizational contexts, often overlooking the complexity of cross-sector collaboration, power asymmetries, and cultural heterogeneity.

    “Existing studies tend to focus on intra-organizational contexts, often overlooking the complexity of cross-sector collaboration, power asymmetries, and cultural heterogeneity.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Findingreasoning

    The literature on conscious leadership and inter-organizational conflict remains fragmented and underdeveloped in its treatment of interorganizational dynamics.

    “Despite growing interest in leadership consciousness and conflict management, the literature remains fragmented and underdeveloped in its treatment of interorganizational dynamics.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data

    Conscious leadership positively influences communication, trust, and collaboration.

    “Findings indicate that conscious leadership positively influences communication, trust, and collaboration.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    The remaining 15% of the reviewed studies employed quantitative or mixed-method approaches, though these were limited in scope.

    “A further 25% of studies offered qualitative implications through case studies and interviews, while the remaining 15% employed quantitative or mixed-method approaches, though these were limited in scope.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data

    The reviewed studies spanned diverse inter-organizational fields, including banking, education, healthcare, and family firms, and consistently examined the application of conscious leadership, empathy, and mindfulness in conflict management.

    “The reviewed studies spanned diverse inter-organizational fields, including banking, education, healthcare, and family firms and consistently examined the application of conscious leadership, empathy, and mindfulness in conflict management.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Findingcitation

    Definitions of conscious leadership vary widely from philosophical introspection to decolonized criticality, creating ambiguity in operationalization.

    “Definitions of conscious leadership vary widely from philosophical introspection (Jain and Sharma, 2024) to decolonized criticality (Seyama-Mokhaneli, 2024), creating ambiguity in operationalization.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingcitation

    Emotional intelligence and collaboration appear as mediators between conscious leadership and resolution efficacy.

    “Emotional intelligence (Zivkovic, 2022) and collaboration (Awalluddin and Maznorbalia, 2023) appear as mediators between conscious leadership and resolution efficacy.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingcitation

    Healthcare applications are relatively well-documented, while cross-industry integrations, particularly in manufacturing and global supply chains, remain underexplored.

    “While healthcare applications are relatively well-documented (Woime, 2024), cross-industry integrations, particularly in manufacturing and global supply chains remain underexplored.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

    Findingcitation

    The literature is not invariant to cultural differences, and there is an evident degradation of Western individualism at the expense of decolonized paradigms.

    “It is also not invariant to the cultural differences, and it is an evident degradation of Western individualism that comes at the expense of decolonized paradigms (Seyoma-Mokhaneli, 2024).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Seyoma-Mokhaneli, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Findingcitation

    Validation is still young, and conceptual syntheses play the leading role.

    “The validation of clinical is still young, conceptual syntheses play the leading role (Chowdhury, 2023), and some studies utilize mixed methods to quantify such mechanisms as the impact of empathy effect (Zivkovic, 2022).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Chowdhury, 2023

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Findingnone given

    Conscious leadership activates processes such as emotional regulation, ethical decision-making, communication, mediation, and stakeholder inclusion, which are empirically and conceptually connected in the reviewed studies and consistently associated with improved relational and performance outcomes.

    “Conscious leadership activates the processes, such as emotional regulation, ethical decision-making, communication, mediation, and stakeholder inclusion, which are empirically and conceptually connected in the reviewed studies and consistently associated with improved relational and performance outcomes.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data

    Empathy and mindfulness appear most universal, though their frequency varies depending on Western versus non-Western contextual syntheses.

    “Empathy and mindfulness appear most universal (see Figure 4), though their frequency varies depending on Western versus non-Western contextual syntheses.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingreasoning

    The synergistic effects of these mechanisms remain underexplored and require longitudinal validation to establish their sustained impact across diverse organizational contexts.

    “While the evidence highlights their efficacy, the synergistic effects of these mechanisms remain underexplored and require longitudinal validation to establish their sustained impact across diverse organizational contexts (see Figure 5).”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Study design and conductnone given

    The review followed the PRISMA 2020 guidelines.

    “The review process followed the PRISMA 2020 guidelines, encompassing a two-stage screening protocol”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Strong emotional intelligence supports collaborative resolution styles, reducing stress and burnout while sustaining resilience and teamwork.

    “Similarly, Woime (2024), in a review of 29 healthcare studies, demonstrated that strong EI supports collaborative resolution styles, reducing stress and burnout while sustaining resilience and teamwork.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Woime (2024)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    Limitations of the study include reliance on secondary data, exclusion of non-English sources, and absence of longitudinal empirical testing.

    “Limitations include reliance on secondary data, exclusion of non-English sources, and absence of longitudinal empirical testing.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Empathy is a core pillar of emotional intelligence, enhancing leadership effectiveness at individual, follower, and organizational levels, while also fostering self-awareness and innovation.

    “Zivkovic (2022), through a PRISMA-guided review, emphasized empathy as a core pillar of EI, enhancing leadership effectiveness at individual, follower, and organizational levels, while also fostering self-awareness and innovation.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Zivkovic (2022)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductown data

    The review used a two-stage screening protocol.

    “The review process followed the PRISMA 2020 guidelines, encompassing a two-stage screening protocol”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Study design and conductreasoning

    Self-report biases and reliance on pre-2020 datasets weaken claims of productivity gains associated with mindful leadership.

    “Self-report biases and reliance on pre-2020 datasets further weaken claims of productivity gains associated with mindful leadership.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Study design and conductnone given

    The systematic literature review analyzed 31 peer-reviewed studies published between 2015 and 2024, selected through purposive sampling across major academic databases.

    “This systematic literature review analyzed 31 peer-reviewed studies published between 2015 and 2024, selected through purposive sampling across major academic databases.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Authenticity and collective consciousness proactively mitigate inter-organizational strife, strengthening harmony across systems.

    “Voss (2017) and Chowdhury (2023) further observed that authenticity and collective consciousness proactively mitigate inter-organizational strife, strengthening harmony across systems.”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Voss (2017)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Chowdhury (2023)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Premisecitation

    Mindful leadership increased task efficiency by 16% and doubled productivity by fostering controlled responses, reducing burnout, and enhancing engagement.

    “Based on qualitative interviews, Celestin and Vanitha (2020) demonstrated that mindful leadership increased task efficiency by 16% and doubled productivity by fostering controlled responses, reducing burnout, and enhancing engagement.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Celestin and Vanitha (2020)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Critical Conscious Leadership (CCL) is a decolonizing framework for higher education, placing epistemic justice and equity at the center of organizational transformation.

    “She proposed Critical Conscious Leadership (CCL) as a decolonizing framework for higher education, placing epistemic justice and equity at the center of organizational transformation.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Seyama-Mokhaneli (2024) source

  • May combine two claims.

    Interpretationreasoning

    Conscious leadership must be culturally sensitive and contextually adaptive.

    “Taken together, these perspectives demonstrate that conscious leadership must be culturally sensitive and contextually adaptive.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Mindfulness supports emotional regulation, prevents burnout, and enhances resilience in volatile sectors such as healthcare.

    “Mindfulness, appearing in 65% of studies (Koller, 2017), supports emotional regulation, prevents burnout, and enhances resilience in volatile sectors such as healthcare (Woime, 2024).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Woime, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • The quote only partly states this claim.

    Premisecitation

    There is a significant correlation (r = 0.89) between authenticity and reputational gains.

    “Authenticity, especially in ethical governance contexts such as banking partnerships, was shown to strengthen trust and reputational capital, with a significant correlation (r = 0.89) between authenticity and reputational gains (Ahmed, 2022).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Ahmed, 2022

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationreasoning

    Conscious leadership serves as a universal framework that can integrate diverse cultural logics, but its effectiveness depends on contextual adaptation.

    “Conscious leadership thus serves as a universal framework that can integrate diverse cultural logics, but its effectiveness depends on contextual adaptation.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Unmanaged conflicts undermine performance, whereas strategic interventions foster harmony and organizational resilience.

    “Pawar (2022) reinforced this view, noting that unmanaged conflicts undermine performance, whereas strategic interventions foster harmony and organizational resilience.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Pawar (2022)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    By fostering empathy, moral awareness, and systemic thinking, conscious leaders are uniquely positioned to reframe adversarial dynamics into opportunities for collaboration, innovation, and sustainable value creation.

    “By fostering empathy, moral awareness, and systemic thinking, conscious leaders are uniquely positioned to reframe adversarial dynamics into opportunities for collaboration, innovation, and sustainable value creation.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    These mechanisms interconnect to operationalize conscious leadership, transforming conflicts into functional opportunities for collaboration.

    “Together, these mechanisms interconnect to operationalize conscious leadership, transforming conflicts into functional opportunities for collaboration.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Reputation correlations are r = 0.89.

    “The results of these processes, in turn, are improved collaboration, communication effectiveness, and performance resilience with drugs known to increase productivity by up to 2 times and reputation correlations (r = 0.89).”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationnone given

    Conscious leadership is not a singular construct but a multidimensional paradigm, anchored in ethical decision-making, self-regulation, and relational intelligence.

    “The evidence suggests that conscious leadership is not a singular construct but a multidimensional paradigm, anchored in ethical decision-making, self-regulation, and relational intelligence.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationnone given

    Moderate conflicts may stimulate innovation through competing styles, yet they risk relational loss unless tempered by empathetic guidance.

    “Moderate conflicts may stimulate innovation through competing styles, yet they risk relational loss unless tempered by empathetic guidance (e.g., IT sector studies).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationnone given

    Emotional intelligence emerges as a critical mediating mechanism, enabling leaders to regulate affective responses and manage cultural diversity, while mindfulness and ethical reflection provide adaptive capacities for inclusive engagement.

    “Emotional intelligence emerges as a critical mediating mechanism, enabling leaders to regulate affective responses and manage cultural diversity, while mindfulness and ethical reflection provide adaptive capacities for inclusive engagement.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Productivity can increase by up to 2 times.

    “The results of these processes, in turn, are improved collaboration, communication effectiveness, and performance resilience with drugs known to increase productivity by up to 2 times and reputation correlations (r = 0.89).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationcitation

    Linkage is contextual, moderated by factors such as cultural context and organizational culture, which insists on contextual adaptations.

    “Linkage is contextual (moderated by such factors as cultural context) and organizational culture (Veerankutty and Rehna, 2020), which insists on contextual adaptations.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Veerankutty and Rehna, 2020

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    In healthcare, mindfulness is emphasized to reduce burnout and sustain resilience.

    “In healthcare, mindfulness is emphasized to reduce burnout and sustain resilience (Woime, 2024).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Woime, 2024

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationreasoning

    The results of these processes are improved collaboration, communication effectiveness, and performance resilience.

    “The results of these processes, in turn, are improved collaboration, communication effectiveness, and performance resilience with drugs known to increase productivity by up to 2 times and reputation correlations (r = 0.89).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    In Western paradigms, conflict resolution is often assertive and performance driven.

    “In Western paradigms, conflict resolution is often assertive, and performance driven.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Stakeholder inclusion fosters inclusiveness.

    “They devolve into the processes of mediation: emotional control defuses tensions (Celestin and Vanitha, 2020); ethical decision-making facilitates equity (Owie, 2017); communication and mediation can establish coalitions (Gaba and Joseph, 2023; Naqvi and Anjum, 2024); and stakeholder inclusion fosters inclusiveness.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    These dimensions enable leaders to navigate structural asymmetries, cultural heterogeneity, and competing organizational interests with greater resilience and integrity.

    “These dimensions enable leaders to navigate structural asymmetries, cultural heterogeneity, and competing organizational interests with greater resilience and integrity.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationnone given

    Ethical decision-making forms the normative foundation of conscious leadership.

    “Ethical decision-making forms the normative foundation of conscious leadership.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Collectivist non-Western cultures emphasize harmony.

    “By contrast, collectivist non-Western cultures emphasize harmony.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Celestin and Vanitha reported a 16% improvement in performance through mindful self-regulation, which reduced burnout and enhanced resilience in high-tension settings.

    “Similarly, Celestin and Vanitha (2020) reported a 16% improvement in performance through mindful self-regulation, which reduced burnout and enhanced resilience in high-tension settings.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Celestin and Vanitha, 2020

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationreasoning

    The findings confirm that conscious leadership enhances communication through open and empathetic dialogue, mitigates conflict escalation, and cultivates environments of trust and shared accountability.

    “The findings confirm that conscious leadership enhances communication through open and empathetic dialogue, mitigates conflict escalation, and cultivates environments of trust and shared accountability.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationcitation

    Cross-sectional designs describe correlations but do not reveal longer-term consequences such as relational endurance.

    “crosssectional designs, such as that of Veerankutty and Rehna (2020), describe correlations but do not reveal the longer-term consequences, such as relational endurance (Anagnostakis, 2022).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Veerankutty and Rehna, 2020

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Anagnostakis, 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Seyama-Mokhaneli advocated Critical Conscious Leadership as a decolonizing framework for African institutions, where communal rites promote epistemic justice over adversarial dominance.

    “Seyama-Mokhaneli (2024), critiquing Eurocentric models through Black consciousness, advocated Critical Conscious Leadership (CCL) as a decolonizing framework for African institutions, where communal rites promote epistemic justice over adversarial dominance.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Seyama-Mokhaneli, 2024 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    Mediation, as an extension of communication, positions conscious leaders as neutral facilitators.

    “Mediation, as an extension of communication, positions conscious leaders as neutral facilitators.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationnone given

    Communication is a fundamental process of intentional leadership, fostering transparency and trust among parties.

    “Communication is a fundamental process of intentional leadership, fostering transparency and trust among parties.”
    Quote in the paperNot a substantial claim
61 of 61

  • The paper relies on this without support.

    The 31 reviewed articles are representative of the broader literature on conscious leadership and inter-organizational conflict.

    “Using the PRISMA 2020 framework, the study systematically reviewed 31 peer-reviewed articles published between 2015 and 2024 across Scopus, Web of Science, and Google Scholar.”

  • The paper relies on this without support.

    The findings of the reviewed studies are sufficiently reliable to synthesize without formal risk-of-bias assessment.

    “The review process followed the PRISMA 2020 guidelines, encompassing a two-stage screening protocol”

  • The paper relies on this without support.

    Findings from intra-organizational studies can be generalized to inter-organizational contexts.

    “Existing studies tend to focus on intra-organizational contexts, often overlooking the complexity of cross-sector collaboration, power asymmetries, and cultural heterogeneity.”

  • The authors state this as an assumption.

    The conceptual model assumes two-sided arrows that entail feedback loops where good results strengthen the characteristics.

    “This model assumes two-sided arrows, which entail feedback loops where good results strengthen the characteristics (e.g., successful mediations strengthen mindfulness).”
4 of 4

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • PRISMA eligibility count does not lead to 31 included studies

    Major

    Of 90 records assessed for eligibility, the flow reports only 10 exclusions at that stage. That leaves 80 studies, not the reported 31; the flow does not account for the other 49.

    Reported 31 · recomputed 80

  • Chowdhury citation year differs from reference year

    Minor

    The discussion cites Chowdhury's Conscious Systemic Leadership work as a 2023 publication, while the corresponding reference lists it as 2024.

  • Naqvi and Anjum citation does not match the listed reference

    Minor

    The text cites Naqvi and Anjum (2024), but the listed systematic review on leadership and conflict management names Yamina as an additional author and gives the year as 2021.

3 of 3

Cites

Flagged first, then by citations

12 of the 31 references couldn’t be matched to a known paper.

Research works printed but not linked: 11

  1. Ahmed, S. F. (2022), "The effect of the relationship between conscious leadership and proactive sustainability strategy in enhancing the organization's reputation strategically: An analytical study in the private banking sector", Journal of Contemporary Issues in Business and Government, Vol. 28, No. 1, pp. 205-224.
  2. Akinroluyo, B. I., and Olayinka, H. O. (2024), "Leadership and crisis of governance in Nigeria", International Journal of Business and Management Research, Vol. 5, No. 1, pp. 474-489.
  3. Celestin, M., and Vanitha, N. (2020), "Mindful leadership: Harnessing mindfulness to boost workplace performance", International Journal of Advanced Trends in Engineering and Technology, Vol. 5, No. 2, pp. 18-25.
  4. Ciglar, L., and Omerzu, M. (2018), "Conscious leadership principles -A transformational key to prosperity", presented at 3rd International Scientific Conference LEAN Spring Summit, 24 -25 May 2018, Hotel Ambasador, Croatia, pp. 77-82.
  5. Pawar, S. M. (2022), "Conflict management in organization: A literature review", Indian Journal of Social Sciences and Literature Studies, Vol. 8, No. 1, pp. 64-67.
  6. Rawat, U., and Mahajan, S. (2022), Conflict management: A literature review and study. SSRN. Available from: https://ssrn.com/abstract=4644169 [Accessed on 29 Oct 2025].
  7. Veerankutty, K., and Rehna, V. J. (2020), "Role of organizational culture in resolving organizational conflict and its impact on employees' performance: A critical overview", International Journal of Innovations in Management, Engineering and Science, Vol. 6, No. 3, pp. 1-8.
  8. Voss, C. A. (2017), The narrative journey of the conscious leader [Doctoral dissertation], Ohio: Bowling Green State University].
  9. Woime, A. W. (2024), "What is the relationship between emotional intelligence, conflict management abilities, workplace stress and burnout among health centres? A systematic literature review", Archives of Clinical and Medical Microbiology, Vol. 3, No. 3, pp. 1-12.
  10. Yamina, N., Naqvi, F., and Anjum, U. (2021), "A systematic literature review on conflict management style of organizations: Leadership perspective", Kala Sarovar, Vol. 25, No. 2, pp. 39-42.
  11. Zivkovic, S. (2022), "Empathy in leadership: How it enhances effectiveness", In Proceedings of the 80th International Scientific Conference on Economic and Social Development and 10th International OFEL Conference: Diversity, Equity and Inclusion: The Essence of Organization, At: Dubrovnik, Croatia 1-2 April 2022.

Cited by

Sorted by citations

Authors
Malek, A., & Mahmud, Q. M.
Affiliations
University of Dhaka (BD)
ORCID
Mahmud, Qazi Moinuddin
Venue
International Journal of Management and Applied Research
Publisher
New Millennium Discoveries
Published
2025-12-30
Volume
12
Issue
2
Pages
180-199
ISSN
2056-757X (ISSN-L)
DOI
10.18646/2056.122.25-011
OpenAlex
W7118192487
Semantic Scholar
3a5974244d66d3dc6157dd516919623d8ebf5b2f
Cited by
1
References
31
Citations by year
2026: 1
FWCI
0.34
Type
journal article
Open access
Licence
cc-by
Locations
International Journal Of Management and Applied Research (publishedVersion, cc-by)
Topics
  • Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Leadership, Behavior, and Decision-Making Studies
Keywords
conscious leadership, interorganizational conflict, conflict resolution, mindfulness, empathy, self-awareness, ethical leadership, emotional intelligence

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-07.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-07.

Cited sources are checked by gpt-6-sol.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review